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The world has changed significantly in the last three years. The pandemic has caused disturbances in health, economics and markets, with notable impacts on the labour market and supply chains. The volatile geopolitical environment has further exacerbated supply constraints with rapidly evolving sanctions. Megatrends including climate change, technological disruption, demographic shifts, a fracturing world and social instability are reshaping the business environment.
In New Zealand, the devastating effects of the Auckland floods and Cyclone Gabrielle will almost certainly sharpen the focus of customers, investors and other stakeholders on ESG. These events illustrate the pressing need for businesses to transform their approach to climate risk. Cyber risk, inflation and macroeconomic volatility were also top of mind for New Zealand CEOs in PwC’s 26th Annual Global CEO Survey.
An acceleration in the view of what is possible has seen many organisations make significant changes to their strategy and operations over the last few years, resulting in an impatience to move on opportunities. This is no more so than in the area of digital transformation where PwC’s 2022 Global Risk Survey found that 79% of executives believe keeping up with the speed of digital transformation is a significant risk management challenge for their organisation.
In short, this period is changing how we see risk and opportunity. While any of these quite diverse changes or risks can cause significant impacts alone, it is their degree of interconnectedness that has caused far-reaching implications.
Leading organisations have used this time to enhance their resilience, but also their risk maturity so they are ready today to seize new opportunities for the future with greater confidence. It is clear how valuable risk-informed decisions are, and that risks are no longer something that can be well-handled within organisational silos or a central function. Navigating the risk landscape takes CEO oversight and board-level accountability. To that end, here are four ways many CEOs are changing their thinking about risk.
In summary, managing risk isn't about responding to change. It's about changing the way we see, shifting our perspective and considering different angles to anticipate and be agile. When we look in new ways, we unlock new possibilities. At PwC we’re helping our clients change the way they see risk.