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2022 AND 2031 EXECUTIVE PERSPECTIVES ON TOP RISKS

Key issues being discussed around the globe in the boardroom and C-suite

Massive disruptions in the global supply chain. Challenges in attracting and retaining talent to address needs all across the enterprise. The Delta and Omicron variants. Cyber attacks and ransomware. Geopolitical tensions in specific regions and shifts on issues related to climate change. Long-overdue shifts in expectations related to diversity, equity and inclusion. Artificial intelligence (AI), automation and other rapidly developing digital technologies. More permanent shifts to hybrid and remote work environments. Shifting customer preferences and demographics. Big data analytics.

The global marketplace is dramatically impacted by these and a host of other notable risk drivers triggering significant levels of uncertainties that make it extremely difficult for an organisation’s leaders to anticipate what risks may lie just over the horizon. Unanticipated events are unfolding at record pace, leading to massive challenges to identify the best next steps for organisations of all types and sizes, regardless of where they reside in the world. As no one is immune to uncertainty, C-suites and boards need to be vigilant in scanning the horizon for emerging issues. Because it is impossible to anticipate everything of significance that lies in the future, organisations must focus on building trust-based, resilient cultures that can pivot at the speed of change.

One of the first questions an organisation seeks to answer in risk management is, “What are our most critical risks?” The organisation’s answer to this question lays the foundation for management to respond with appropriate capabilities for managing these risks. Protiviti and NC State University’s ERM Initiative are pleased to provide this report focusing on the top risks for the short term — 2022 — and the long term — 2031 — from 1,453 respondents in C-suite and board positions in organisations around the globe.

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Read more here.

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