Analysis: The Brexit experience offers timely and powerful pointers for organisations in how to future-proof themselves and survive uncertainty
As global trade faces a new wave of uncertainty and we hear warnings of renewed protectionism, aggressive tariff policies, and rising geopolitical risk, the ability of organisations to adapt to external shocks is more important than ever.
Donald Trump’s proposals for sweeping tariffs on imports, coupled with escalating trade tensions between major global blocs, have thrown a spotlight on just how exposed many businesses are to external forces beyond their control. In this environment, the experience of Brexit offers timely and powerful lessons in how organisations can future-proof themselves, not just to survive uncertainty, but to adapt and thrive through it.
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From RTÉ Radio 1’s This Week, Irish businesses brace themselves as tariffs take effect
How Brexit was a case study for dealing with disruption
When Brexit was first announced, Irish organisations across multiple sectors faced significant disruption. Trade routes, labour mobility, regulation and customer relationships were all thrown into question. For many, it was a wake-up call that operating in global markets demands agility far more than just efficiency.
Research conducted at Cork University Business School by the author, Prof Paula Dirks (University of Groningen) and Dr Amalie Ringgaard (UCC) looked at three large Irish food companies significantly exposed to Brexit-related risk. In response, they adapted their accounting processes, pricing approaches, and risk management practices. The findings offer a compelling case for proactive, rather than reactive, organisational change in the face of external threats.
5 steps to deal with trade or policy uncertainty
The strategies used by these organisations to respond to Brexit uncertainty now serve as a five-step blueprint for navigating disruptive events, from US tariff policies to supply chain breakdowns and regulatory divergence.
Act before certainty arrives
Waiting for full clarity may seem prudent, but in high-stakes scenarios like Brexit – or future tariff impositions – those who move first have the advantage. Early recognition of emerging risks enabled these three organisations we studied to develop contingency plans while competitors were still watching from the sidelines.
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From RTÉ Radio 1’s Today with Claire Byrne, Simon MacAllister from EY Ireland on Brexit and Trump’s tariffs
Invest in scenario planning
All three organisations built detailed planning models for various Brexit outcomes. This allowed them to test assumptions, model financial impacts, and make informed decisions under uncertainty – an approach equally valuable in anticipating future trade or regulatory shocks.
Strengthen internal resilience
The most successful responses came from organisations that embedded flexibility into their operations. Cross-functional collaboration, decentralised decision-making, and dynamic risk sensing were critical enablers of resilience.
Engage stakeholders proactively
Transparent communication with customers, suppliers, regulators, and staff to build trust and allowed for smoother transitions when disruption hit. In times of uncertainty, strong stakeholder relationships become a competitive advantage.
Whether it’s Trump-era tariffs or sudden regulatory change, organisations can no longer afford to treat external shocks as black swan events.
Diversify markets, suppliers and strategies
Brexit forced Irish food organisations to re-evaluate their overreliance on specific markets. Today, similar thinking should apply to firms overly dependent on US trade or single-source suppliers. Diversification is no longer just about growth- it’s about survival.
Whether it’s Trump-era tariffs or sudden regulatory change, organisations can no longer afford to treat external shocks as black swan events. They must be expected, modelled, and planned for.
Brexit showed that resilience is not a passive quality, but an active organisational capability. It is something that can be built, tested, and strengthened over time. It is grounded in leadership that values foresight and is supported by teams that can adapt. Most importantly, it relies on accounting, performance, and risk management systems that are agile by design. For organisations across all sectors, the message is clear: Prepare early. Plan for disruption. Build resilience now.
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The views expressed here are those of the author and do not represent or reflect the views of RTÉ
