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Coups de cœur Cultura
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Neutrality is no longer a strategy. It is a risk.
For years, companies told themselves they could stay out of the frictions shaping the world around them. That supply chains would adapt. That suppliers were interchangeable. That strategy could be designed inside the firm and executed externally. That procurement was there to optimise, not to decide.
That era is over.
The Company That Stopped Being Neutral is a leadership story about what happens when a company realises—too late or just in time—that its competitive position is shaped by dependencies it no longer controls. Technologies, materials, capabilities, and partners are no longer background conditions. They are the arena of competition.
This is not a book about procurement. It is a book about leadership avoidance, strategic exposure, and the cost of pretending that someone else is responsible for the firm's external choices. It asks an uncomfortable question: who inside the organisation is actually accountable for the advantage that sits outside it?
Written for CEOs, boards, and senior executives, this book challenges the comfortable belief that relevance can be preserved without taking a stand. Because in a world of dependency, refusing to choose is already a choice.
