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Imagine your company is working in a high-risk area of the world. You will want to take measures to ensure the resilience of your operations and to protect them from risk associated with terrorism, political instability or state-sponsored corruption. But what are the dangers of going too far? What are the risks of overstepping the line when your risk mitigation makes your company an actor in the politics of the region? There’s a fascinating piece on this the Harmattan Associates website written by Robert McKellar (author of our forthcoming Short Guide to Political Risk).