More sources of risk and complexity are evident, ranging from new technologies, cyber threats, regulatory requirements and changes in accounting and tax rules. Today, risk is dynamic, spread over the globe (with little time to plan and prepare) and has greater, more far-reaching impact. As executives rush to develop new strategies, products and services—and implement structural changes to stay competitive—factoring in the implications and interdependencies of risk and regulation into decision-making can be daunting. Even “business as usual” faces a changing risk environment, as the requirements of regulatory and compliance efforts increase.

What does risk mean to you? Is it impeding or enabling? Something to avoid or embrace? A failure factor or success factor? When you make important decisions about the direction of your organisation, do your risk conversations look only at the negatives or do they uncover positive impacts and opportunities?

Your risk mind-set can tip the balance between avoiding failure and pursuing success

Leaders who have a rigorous foundation for risk-based decision-making know how to consider risk across their business strategy. They are prepared to make dynamic changes as needed across the organisation and throughout their business continuum. More than being traditionally resilient, companies whose leaders take this approach are prepared to make change work to their advantage. They cultivate a long-term, risk-agile culture better positioned to achieve their goals and leave the competition scrambling.

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