Key decisions by the risk function should begin and end by answering the question: how will this next step add value to the business?

Such an approach can help transform risk from the “department of ’no’” to a service that consistently creates value–inspiring everyone across the organization to incorporate risk into their everyday decision-making.

66% of CEOs and COOs and 57% of CROs and Risk Managers point to a need for cross-functional task forces, collaboration, and communication.

Decisions affecting one office or department can have a ripple effect on all the others, and this applies to risk, too. This means that risk management should be effectively embedded in decision-making throughout the organization, ideally as part of an “ERP for risk” system.

65% of C-suite executives — and 71% of CROs and Risk Managers — say that the integration of systems, domains, and processes can significantly enhance the effectiveness of risk-related decision-making.

New technology can help risk professionals to manage change better–although it also brings fresh risks like cybersecurity and AI bias. As organizations digitize and embrace AI, they should be seeking to gain trust in its application, preferably via fewer platforms that use common data.

98% of executives in our survey say digital acceleration has improved their organization's approach to risk, particularly in the fields of identification, monitoring and mitigation.

Investments in AI and gen AI call for a workforce with the skills to deploy these technologies. To do this, organizations should identify the impact of technology, upskill workers, and re-orient the operating model towards value.

45% of C-suite executives prioritize optimizing cybersecurity, while 36% of CROs and Risk Managers are focusing on improving IT risk management and integrating data analytics and predictive modeling.