These top risks require seamless C-suite coordination

The risks that today’s leaders rank as the most concerning are deeply interconnected. Managing them will require unprecedented agility and cooperation.

Top-ranked risk categories, by industry

Financial risks
Strategic and macro risks
Digital risks
Operational risks

All industries and sectors

1.Market
2.Business model
3.Cyber
4.External change
5.Geopolitical

Energy, utilities and resources

1.Geopolitical
2.External change
3.Cyber
4.Business model
5.Market

Financial services

1.Market
2.Business model
3.Cyber
4.External change
=Talent

Government and public services

1.Cyber
2.People
3.Data management
4.External change
5.Business model

Healthcare

1.Cyber
2.Market
3.Business model
=External change
5.Geopolitical

Industrial manufacturing

1.Business model
2.Market
3.External change
4.Client
5.Geopolitical

Retail and consumer markets

1.Market
2.External change
3.Cyber
4.Business model
5.Geopolitical

Technology, media and telecommuni-cations*

1.Cyber
2.Credit
=Business model
4.Client
5.Talent

Market risk, geopolitical risk, supply chain disruptions, regulatory compliance, cyber threats—these are some of the highest-priority risks impacting the strategies and operations of a wide array of industries today, according to PwC’s 2022 Global Risk Survey. Such risks are tightly interconnected, which means that one can amplify others, and the impacts can be far-reaching. For example, what may start as a technology breach can quickly pose huge operational, financial and reputational risk. Given this interconnectedness, C-suite leaders need to develop a panoramic view of their risk-management capabilities that go beyond traditional analysis. Those capabilities should include regular risk-interconnectivity and -mitigation assessments, as well as robust business-continuity and crisis-response plans. Not all risk exposures can be completely mitigated or avoided, but leaders can strengthen their company’s resilience by encouraging better coordination between risk managers and risk owners. They should also create actionable, real-time risk intelligence using integrated data analytics, as well as governance, risk management, and compliance technologies.

Find out how to strengthen your strategic risk management capabilities in our latest Global Risk Survey

Leadership insights direct to your inbox

Subscribe now

Contact us

Sam Samaratunga

Head of Risk, PwC United Kingdom

Brian Schwartz

Partner, Cyber, Risk and Regulatory, PwC United States

Sean Joyce

Partner, Global Cybersecurity and Privacy Leader, PwC United States

Andrew McPherson

Global Risk Markets Leader, PwC Australia

Tel: +61 2 8266 3275

Robert Ryan

Partner, Cyber, Risk and Regulatory, PwC United States

PwC office locations Site map Contact us

© 2017 - 2024 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details.

These top risks require seamless C-suite coordination

Top-ranked risk categories, by industry

Find out how to strengthen your strategic risk management capabilities in our latest Global Risk Survey

Related content

Need a better workforce strategy? Start here

Risk: See it, share it, sort it

The soaring complexity of IT is a cyber risk

Contact us