The headline finding of WTW’s Emerging and Interconnected Risks Survey was the uncertainty organizations are feeling about their emerging risk strategy. 80% of risk leaders were concerned about their organizations’ emerging-risk resilience in the next decade, and only one in two respondents (50%) feel confident their organization’s approach enables it to respond to today’s risk environment.
80%of risk leaders were concerned about their organizations’ emerging-risk resilience in the next decade
50%feel confident their organization’s approach enables it to respond to today’s risk environment.
The complex risk landscape has left them feeling vulnerable to a range of potentially damaging scenarios with financial consequences — failure to meet strategic targets, loss of revenue, shareholder value, bankruptcy, reputational damage — constraining the capital expenditures needed to tackle the complex risk landscape.
As we close out the first quarter and look to 2025 and beyond, aligning risk and strategy should be a key focus. The top action organizations were looking to put in place was to develop an emerging risk framework. For that framework to be effective, we suggest four actions to proactively address emerging and interconnected risks within your organization:
Is there a clear view on the risks and opportunities that matter?
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