From a risky to a resilient future: Reflections from the Chief Risk Officers Community

The Global Risks Report 2025 revealed an increasingly fractured global landscape, where escalating geopolitical, environmental, economic, societal and technological challenges threaten stability and progress. In a more dynamic world, it is increasingly important for organizations to understand, manage and prepare for emerging risks.

We convened the Chief Risk Officers Community at the World Economic Forum Annual Meeting of the Global Future Councils and Cybersecurity 2025 on 14-16 October to examine the evolving global risks landscape. The community seeks to ensure that organizations are better prepared to anticipate, manage and rebound faster from global shocks and their spillover effects. From geo-economic shocks to technological acceleration, this gathering offered a critical platform for chief risk officers to navigate uncertainty and decode emergent trends to inform decision-making at all levels.

What were the key takeaways from the chief risk officers, and what makes them optimistic for the road ahead as we approach 2026?

A forward-looking and collaborative mindset is vital amid a global risks landscape that continues to evolve in complexity, volatility and velocity. Uncertainty has become part of everyday business life, and managing risk now means learning to adapt to that reality. A proactive approach is key – it helps organizations stay agile, spot opportunities early and respond to change with confidence rather than hesitation.

At the meeting, chief risk officers stressed the need for “a new architecture of governance” when dealing with uncertainty. Effective risk management depends on a mindset that embraces critical thinking, both in reflecting on past experiences and in anticipating future challenges. This dual perspective enables organizations to learn from previous successes and blind spots, while staying agile and forward-thinking in how they prepare for emerging risks and opportunities.

“We are stepping into an era defined by volatility, where the boundaries between risk and opportunity are constantly redrawn. What was once unimaginable has become routine, and many long-held assumptions no longer hold.

As technological, geopolitical, climate and economic disruptions accelerate, risk horizons are shortening, and the window for anticipating and responding to emerging risks continues to narrow. Now more than ever, agile, collaborative and cross-disciplinary thinking is essential to managing risk, building resilience and unlocking opportunity.”

While the challenges ahead are significant, the chief risk officers are cautiously optimistic that organizational resilience is possible. Times of uncertainty compel organizations to re-evaluate established routines and norms, encouraging a more innovative approach to risk management. By embracing ambiguity rather than resisting it, leaders can identify new pathways for resilience, collaboration, and long-term value creation.

The key takeaways from the meeting were the need for organizations to adapt and innovate to the new normal of unknowns. The world of risk is changing faster than ever, and risk management must keep up. What worked a few years ago might not be enough today. Organizations need to stay agile, embrace new tools and ideas, and rethink how they identify and respond to emerging threats.

“There was a shared commitment to adapt, innovate and collectively build a more robust future, even as the world continues to change at unprecedented speed.

Looking forward, the risk environment is set to become more dynamic. Geoeconomic shocks and intensified geopolitical competition are transforming trade and investment flows, creating a multipolar world where diminished cooperation between countries is prevalent. This structural transformation means uncertainty is now the norm, and both corporate strategies and building trusting bilateral relations at every level are increasingly essential for effective risk reduction.

Despite these challenges, optimism and resilience emerged throughout discussions. The potential for AI, bilateral business-government partnerships and responsible environmental stewardship to unlock value and take the world forward on a positive trajectory was encouraging. The critical role of a strong, agile risk management capability and leaders with deep business understanding and the trust of their teams was identified as critical for organizational resilience.”

Strong leadership emerged as a central driver of an active risk culture within organizations. Leaders play a crucial role in setting the tone, not only by defining expectations but by modelling the behaviours that encourage others to think critically, creatively and purposefully about the future. When leadership actively champions open dialogue, curiosity and accountability, it empowers teams to identify risks early, explore innovative solutions and approach uncertainty with confidence rather than hesitation.

The chief risk officers underscored the transformative value of cross-disciplinary learning in enhancing risk intelligence across organizations. The dismantling of functional silos enables a more holistic perspective, fostering collaboration and shared accountability in managing uncertainty. Central to this approach is mindful leadership – leaders who integrate awareness, empathy and strategic clarity into their decision-making.

“I found strong encouragement in the consensus surrounding collaboration and human capital as the core foundation for resilience.

This includes fostering robust, cross-disciplinary cooperation among CROs, CISOs, legal teams and business units to break down organizational silos successfully. In this context as well, I believe the role of the CRO as a co-pilot of the business should be effectively demonstrated.

Effective leadership in an uncertain era demands the humility to admit one's limitations and unknowns, coupled with the courage to take informed and decisive action. This focus on mindful leadership and deliberate investment in specialized talent provides a critical path towards strengthening organizational culture for the challenges ahead.”

“While uncertainty is the new normal, organizations like ours – thanks to strong design, strategic intelligence and adaptive leadership – are well-positioned to navigate and thrive in this evolving landscape.

Despite the complexity, I was encouraged by signs of resilience; these were evident. The notion of collaborating with purpose emerged as a strategic imperative. The pragmatic optimism around AI – viewed not as hype but as a generational shift – also offered encouragement, especially when paired with a call for a skills revolution.

Businesses must build geopolitical muscle – not as a siloed function, but as a core capability embedded across strategy, governance and operations. The shift from global to regional models, and the use of M&A as a geopolitical tool, reflect a fundamental reorientation of business strategy.”

Exploring different scenarios through structured scenario planning remains central to identifying key risks, uncovering potential opportunities and shaping resilient strategies. By considering a range of plausible futures, organizations can test their assumptions and strengthen their preparedness for both expected and unexpected challenges.

Advancing foresight capabilities through the synergy of technological tools and human judgment was recognized as vital. This convergence of insight, innovation and intentional leadership is key to building organizations that are not only resilient but future-ready. Advanced analytics, data modelling and predictive tools can help leaders interpret complex global trends and make more informed decisions about the evolving risk landscape.

“Technology enhances foresight, but human judgment builds trust. A mature risk culture enables early escalation, ethical decisions and transparent dialogue across all levels of the organization.

Resilience is not accidental. It is designed through foresight, governance excellence and integrated assurance that connects purpose, ethics and performance. In an age of constant disruption, this integration transforms volatility into a platform for sustainable success.

I’ve seen signs of resilience in organizations that replace silos with cross-functional orchestration; use real-time risk radar dashboards to track cyber, regulatory and operational risks; and empower teams through agile governance, clear escalation paths and a strong culture of accountability.”

Learn more about the Chief Risk Officers Community and Global Risks Initiative here: https://initiatives.weforum.org/global-risks/home.