Power is undergoing a transformation. The conventional representation of a nation asserting dominance within its borders through military strength and diplomatic efforts is now being challenged by a more subtle and expansive form of influence: power that transcends borders. This new power manifests through fiber-optic cables, trade routes, data centers, and remittance channels, and is shared among states, corporations, and individuals.
Having spent decades at the crossroads of business, policy, and development, I have witnessed this shift firsthand. Today”s Ghana is markedly different from the Ghana of my youth. Our future is not solely dictated by political decisions made in Accra but also by corporate discussions in London, commodity pricing in Chicago, and algorithms operating in California. The intricate web of interdependence now connects not just diplomats, but also traders, tech startups, farmers, regulators, and influencers.
This reality embodies what contemporary political theorists refer to as transnationalism, a notion suggesting that power and influence now traverse national boundaries through diverse channels, often outpacing governmental responses.
Shifting from Power Over to Power Through
Traditionally, classical realism conceptualized power as a competitive struggle among sovereign entities in a chaotic global landscape. However, in an era marked by interdependence, power has shifted from a notion of control to one of collaboration. Today, influence is increasingly derived from participation rather than domination. The entities that thrive in this environment are those capable of embedding themselves within broader systems while retaining their unique identities. In the realm of business, this is often described as leverage; in diplomacy, it is termed soft power; and in life, it is simply interdependence.
For instance, consider Ghana”s digital economy. A local fintech application may facilitate transactions for small businesses in Kumasi, yet its servers could be located in Europe, its data analytics outsourced to India, and its compliance with regulations guided by global standards aimed at preventing money laundering. The success of such a company is intricately linked to a network of domestic and foreign actors, none of which exercise complete control over the others.
This highlights that sovereignty increasingly resembles stewardship rather than possession. Power is not something one owns; it is something one maintains through collaboration.
The Networked Landscape of Modern Authority
If realism revolved around states and militaries, transnationalism emphasizes networks and flows. Today, trade, technology, finance, and migration have emerged as primary instruments of influence. Prominent organizations such as Amazon, Google, Visa, and Huawei exert power not through territorial governance but through the management of connectivity.
This phenomenon is evident in Ghana”s agricultural and financial sectors. Fluctuations in cocoa prices are not simply local issues; they ripple through a global value chain that involves buyers in Amsterdam, processing facilities in Zurich, and logistical networks passing through Abidjan. Changes in mobile money fees by companies like MTN or Vodafone can impact the livelihoods of millions, demonstrating economic governance that operates outside traditional governmental frameworks.
This dynamic is not inherently negative. When wielded fairly, distributed power across networks can enhance resilience. Yet, it also underscores the reality that nations can no longer assume that isolation equates to control.
The Private Sector as a Diplomatic Force
In this evolving paradigm, entrepreneurs, banks, and investors have emerged as essential diplomatic actors. Every international transaction can be seen as a microcosm of foreign policy. Contracts for logistics, export agreements, and bonds linked to environmental, social, and governance (ESG) criteria significantly shape Ghana”s global interactions.
At Maxwell Investments Group, we often find ourselves negotiating with partners whose decisions are swayed by global climate finance policies as much as by local economic needs. A soybean farmer in Tamale may find her profitability impacted by European carbon regulations or American trade incentives—regulations that she may never fully understand yet must navigate.
This exemplifies transnationalism: unseen rules with tangible effects. Consequently, business leaders are now required to adopt a diplomatic mindset. We are not merely participants in the market; we are interpreters of global systems as they relate to local circumstances. Understanding the nuances of power dynamics—including rule-setting, beneficiaries, and those who bear the costs—has become as crucial as managing financial statements.
Thus, the paradox emerges: when structured effectively, dependence can become a source of strength. A nation that is intricately woven into trade networks, global supply chains, and knowledge systems can wield more influence than one that operates in isolation.
Ghana”s participation in the African Continental Free Trade Area (AfCFTA), its alliances with ECOWAS, and its engagement in green finance initiatives exemplify how interdependence can bolster capacity when managed intelligently. The objective is to strike a balance between economic autonomy and the ability to engage without subjugation.
Africa must take heed of this lesson. True independence in the contemporary context means possessing the power to negotiate dependencies. To maintain relevance, a nation must be indispensable; to garner respect, it must be reliable. The countries that will thrive in the coming decade will be those capable of transforming interdependence into a strategic asset.
However, interdependence carries inherent vulnerabilities. As systems become more interconnected, shocks can propagate swiftly. A cyber incident in Singapore may disrupt banking services in Ghana, while a drought in Argentina could lead to increased bread prices in Accra. Similarly, trade legislation from Brussels could redefine Africa”s industrial landscape.
Throughout the COVID-19 pandemic, these connections became painfully apparent as borders closed and supply chains faltered, exposing the fragility of global interdependence.
For businesses, this necessitates a degree of strategic humility. No enterprise, regardless of its scale, can completely shield itself from external influences. At Maxwell Investments Group, we have learned to regard diversification not merely as an option but as a crucial survival strategy across various products, partnerships, and regions. In a world of interconnectedness, resilience has become the defining form of power.
The emergence of non-state actors has significantly altered the landscape of modern authority. Technology firms, advocacy networks, diaspora communities, and global NGOs possess influence that rivals that of many mid-sized nations.
In Ghana, for example, remittances from the diaspora exceed foreign aid and have a profound impact on local economies. Additionally, digital influencers can shape or damage brand reputations more rapidly than any traditional press release. International think tanks and climate policy coalitions now play a pivotal role in determining which African initiatives receive funding.
The power structure is no longer hierarchical; it is a horizontal network where strength is contingent on active participation.
Redefining Sovereignty in the Modern Era
Sovereignty today is less about closing borders and more about managing flows. The challenge for contemporary nations lies in avoiding global isolation while adeptly navigating their interdependence.
For Ghana, this necessitates investments in digital infrastructure to safeguard data sovereignty, enhancing regional manufacturing capabilities to capture a larger share of the value chain, and developing institutional expertise to negotiate fairer terms in international finance and trade.
Once again, entrepreneurs and business leaders must draw lessons from this evolving landscape. The most successful companies will be those that comprehend the ecosystem in which they operate. Power is now located within networks rather than monopolies. It is increasingly about coordination rather than control. Your suppliers, regulators, customers, and even competitors are integral to your sphere of influence. To lead effectively in this environment, one must balance ambition with empathy, acknowledging that the prosperity of one participant is inherently linked to the well-being of the entire network.
This is why collaboration has emerged as a strategic advantage—a vital skill for survival.
Reflecting on this transformation from power to interdependence, I consider my own experiences. As an entrepreneur operating across Africa, the UK, and the US, I have come to realize that success hinges less on dominance and more on alignment. For some time, I have sought to harmonize our local interests, timelines, and values across borders.
Running a contemporary business often resembles conducting an orchestra, where each musician follows their own score, yet the overall harmony depends on the conductor”s ability to listen, adapt, and guide.
This is the essence of the new power dynamic: a quiet authority, consistent trust, and the humility to learn from those whom you once considered your subordinates.
The defining lesson of the 21st century is that influence is rooted in interdependence. Those who cultivate trust, trade, and technology will exert more influence than those who build barriers. Realists have taught us that survival depends on strength; interdependence now reveals that true strength is rooted in connection. In this continually shifting landscape, Ghana, and indeed Africa, must learn to convert dependence into strategic design, partnerships into platforms, and networks into cohesive entities. Ultimately, power no longer belongs to those who possess the most but to those who can unite it effectively.
I trust you found this article insightful and engaging. I welcome your feedback and any suggestions for future topics you would like me to explore. You can arrange a meeting with me through my Calendly at www.calendly.com/maxwellampong. Alternatively, connect with me through various channels on my Linktree at www.linktr.ee/themax. Subscribe to the “Entrepreneur In You” newsletter here.
I wish you a productive and successful week ahead!
— Dr. Maxwell Ampong, CEO of Maxwell Investments Group, Honorary Curator at the Ghana National Museum, and Official Business Advisor to Ghana”s largest agricultural trade union.
Disclaimer: The views expressed in this article are solely those of the author and do not necessarily reflect the official position or beliefs of Maxwell Investments Group or its affiliates. Any references to policy or regulation represent the author”s interpretation and are not meant to depict the formal stance of Maxwell Investments Group. This content is intended for informational purposes and does not constitute legal, financial, or investment advice. Readers should seek independent advice before making any decisions based on this material. Maxwell Investments Group assumes no responsibility for any errors or omissions in the content or for any actions taken based on the information provided.
