Risk: Disruption-proofing

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US CEO Insights

Larry Fink

Chairman and CEO, BlackRock Inc.

"We need to find a way to create trust so that we can look beyond the next year. We need to create confidence and a partnership between government and business, so that CEOs worldwide and their leadership teams put that money into capital expenditures and people and building better opportunities for the future. Because buying back your shares is only a short-term solution. It does not solve the long term growth that is necessary to have a high performing stock."

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Steven H. Lesnik

Chairman, President and CEO Career Education Corporation

"I don't think that organizations that are slow to adjust and that are reactive are going to thrive in the years ahead. So we are going to invest time, resources, and attention to become a more innovative organization, and to do it quickly."

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What can we do to make our company more resilient to significant and unpredictable risks?

US CEOs recognize they’ll have to work around a flock of new risks, from global debt burdens to social media scrutiny. Growth strategies should factor in how government policies could shock the economy— 90% of US CEOs worry about uncertain or volatile economic growth, a greater share than their global peers. (Explore the data)

The future increasingly depends on unpredictable risks far beyond core operations—financial meltdowns or cyber breaches. Scenario testing offers one example of concrete measures some business leaders are taking to better understand where their companies’ vulnerabilities lie. (Watch the CEO insights videos)

More than half of US CEOs said their strategies are influenced by local communities, users of social media, industry competitors and peers, governments and regulators, as well as those closer to their operations. They also plan to strengthen engagement with a majority of their influential stakeholders.

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