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.

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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
Top five risks order of importance Financial risks Strategic and macro risks Digital risks Operational risks All industries and sectors Cyber Credit Market Data management Business model External change Geopolitical Talent Client People Energy, utilities and resources Financial services Government and public services Healthcare Industrial manufacturing Retail and consumer markets Technology, media and telecommunications 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 4 4 4 4 4 4 5 5 5 5 1 2 3 4 5

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

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Sam Samaratunga

Sam Samaratunga

Head of Risk, PwC United Kingdom

Brian Schwartz

Brian Schwartz

Partner, Cyber, Risk and Regulatory, PwC United States

Sean Joyce

Sean Joyce

Partner, Global Cybersecurity and Privacy Leader, PwC United States

Andrew McPherson

Andrew McPherson

Global Risk & Regulatory Leader, PwC Australia

Tel: +61 2 8266 3275

Robert Ryan

Robert Ryan

Partner, Cyber, Risk and Regulatory, PwC United States