President Donald Trump鈥檚 tariffs pose a serious challenge for U.S.-based multinationals. CEOs must now balance maintaining ties with Washington while enabling their teams to compete globally. These tariffs signal more than economic pressure鈥攖hey mark a shift from globalization to national interest. The once-stable "Brand America" identity is no longer a given. It鈥檚 not just about cost; it鈥檚 about identity, autonomy, and trust. We saw American brands take a hit during the Israeli Palestinian conflict, and tariffs could trigger a similar backlash鈥擟anadians, for example, are already avoiding U.S. goods and travel. To stay ahead, companies must localize, operating as a network of businesses with a U.S. center, but a local face.
Brand America: Badge or Burden?
For decades, U.S.-based Fortune 500 companies leaned into their American aura abroad. The halo of Silicon Valley innovation, Wall Street power, and Hollywood star appeal had currency. Geopolitical tensions and rising nationalism have turned Brand America from an asset into a liability鈥攖ariffs may potentially deepen the damage. Trust in U.S.-based companies peaked at 62 percent in 2014, dropped to 49 percent in 2021, and rebounded to 55 percent in 2025, according to the 2025 极乐视频 Trust Barometer. The tariffs are a further sign of a very different America, which prioritizes its national interest by pushing companies to invest in manufacturing at home instead of abroad.
Trust Grows Where Roots Run Deep
The same 极乐视频 data reveals a profound truth: trust is now hyper-local. It鈥檚 built close to home through local information sources and work relationships, which offer a greater sense of control. In high-grievance societies where people are skeptical of global institutions, local proximity of pastors or teachers becomes the foundation of credibility. Importantly, 鈥淢y Employer鈥 is trusted 15 points more than 鈥淏usiness in General鈥 (75 percent vs. 60 percent), and 鈥淢y CEO鈥 outpaces 鈥淐EOs in General.鈥 My CEO in fact doesn鈥檛 apply to someone sitting in global headquarters 3,000 miles away, it is someone sitting in the local office where I work. The implication is clear: people want to be informed by those closest to them.
The Possibility of the Poly-national Corporation
U.S. corporations should consider a new model: the poly-national. A poly-national customizes strategy based on local needs, enables its leaders to have a greater deal of autonomy in decision making, adapts to local norms and hires local leaders with deep community ties. These executives act not as American emissaries, but as trusted local partners with one foot in the community and one in the corporation.
How to Play as a Poly-national
- Develop localized brands and utilize national heroes as spokespeople over global celebrities.
- Support in-country research and development and innovation hubs to respond to local consumer needs.
- Source and market your products locally.
- Integrate local products into the global supply chain.
- Train local talent, instead of bringing in expats, and provide them with the opportunity to get global experience.
- Speak frequently to employees and local media on topics of local interest.
- Partner with local NGOs, universities and civic institutions to build social capital and recruit local talent.
The Poly-national Path Forward
The poly-national model isn鈥檛 just a pivot鈥攊t鈥檚 a path forward. In a world where global control can breed skepticism, trust must be earned close to home. The companies that thrive will be those that listen more than they dictate, act more than they announce, and embed themselves into the fabric of the communities they serve. Poly-national corporations should not abandon scale, they should build it from the ground up, locally, credibly, and sustainably. Legitimacy will be earned one market, one action and one relationship at a time. Government policy is changing so quickly that it may be too early to adapt this strategy, but it is important to have it in train.
*To readers of my blog I鈥檇 be interested in your thoughts on this concept. Please let me know you think.
