Unlocking Opportunities: Executives Perspectives on Risks and Opportunities – 2026
The 2026 “Executive Perspectives on Top Risks and Opportunities” survey of 1,540 board and C-suite leaders finds strong optimism for growth despite persistent uncertainty. Leaders see significant revenue potential, with ecosystem expansion through strategic alliances and partnerships a key lever, while geographic expansion is approached more cautiously. Cyber threats, third‑party risks and legacy IT constraints dominate the near‑term risk landscape, and AI is viewed as both a transformative growth driver and a major source of security, integration and talent risks. Over the next decade, customers and competition, security and privacy, AI deployment, markets and economies, and talent challenges are the top long‑term concerns.
IRMSA Risk Report 2026/27 – UmphakathiVuka
Southern Africa is entering the 2026–2027 period with risk as a defining feature of how we govern, invest and lead, yet the IRMSA Risk Report argues that this moment is also rich with possibility. At the heart of this edition is UmphakathiVuka – Awakening the Forest – a people‑first mindset that positions organisations, sectors, communities and institutions as interconnected trees within a single living ecosystem. The Report shows how governance failures, economic fragility, infrastructure decline, inequality, climate stress, systemic crime, cyber vulnerability, water scarcity and energy insecurity have converged into an interconnected meta‑crisis that shapes every development choice. But it also frames each of the Top 10 Risks as an opportunity pathway, i.e. to rebuild a capable state, unlock inclusive growth, modernise critical infrastructure, invest in climate resilience and digital security, and restore social cohesion through ethical leadership and accountable governance. Through scenarios, sector and regional lenses, and a practical Call to Action grounded in King V and a 5W1H framework, the Report invites leaders to treat risk intelligence as a strategic asset and resilience as a collective national project. The future forest will be shaped less by the shocks we face than by the courage, foresight and collaboration we choose to exercise now.
Strategic Management: A Comprehensive Review Paper
Purpose: This paper aims to shed light on the evolution of strategic management over time, including definitions, supporting theories, tools, importance, and application in various business settings, and highlight the challenges and future trends of strategic management.
Business Continuity and Resilience Toolkit
This toolkit is designed to help you make
your business more resilient in the face of significant disruptions. The COVID-19 crisis came on very fast and many businesses have been negatively impacted. By following the steps in this toolkit, you can be better prepared for the next crisis, no matter what form it takes.
Global Risk Report – 2024
The Global Risks Report 2024 presents the findings of the Global Risks Perception Survey (GRPS), which captures insights from nearly 1,500 global experts. The report analyses global risks through
three time frames to support decision-makers in balancing current crises and longer-term priorities.
State of the Phish – An In-Depth Look at User Awareness, Vulnerability and Resilience – 2021
There’s no question that organisations (and individuals) faced many challenges in 2020, both new and familiar. Information security teams felt the strain, too. On top of “ordinary” cybersecurity issues, professionals in these roles dealt with an explosion of pandemic themed phishing scams and a continued surge in ransomware attacks - all while attempting to transition many users to work-from-home environments, effectively overnight.
Heat Maps and Risk Management
Heatmaps are commonly used as reporting and discussion tools in risk management. However, there are two different types/categories of heatmaps, only one of which is useful.
Minimum Capital Requirements for Market Risk (BCBS)
This document sets outs the amended minimum capital requirements for market risk that will serve as the Pillar 1 minimum capital requirement as of 1 January 2022, replacing the current minimum capital requirements for market risk as set out in Basel II1 and its subsequent amendments.
Agile Transformation: Business Strategies and Best Practices for VUCA and BANI World
Organizations today operate in environments characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), further compounded by brittleness, anxiety, nonlinearity, and incomprehensibility (BANI). To remain competitive and resilient, companies must adopt agile transformation strategies. This chapter systematically reviews the literature to identify essential business strategies and best practices for implementing agile transformation in such challenging contexts.
IRMSA Risk Report – South Africa Risks 2020
At this stage in our country’s history, risk management has never been more important. Already, many risks have materialised but in their wake a whole new set of risks have emerged. We, as a nation, as organisations and as individuals must identify these risks clearly, and put the necessary strategies in place to mitigate them.
This was the overall theme of the address to the IRMSA Risk Conference in October 2019 by Chief Justice Mogoeng Mogoeng.
He said that we need “to prevent new risks from emerging while we manage those that already exist – with a view to reduce them or minimise them and to hopefully eliminate or leverage them in the long run.”
The Chief Justice set the context by correctly noting that our approach to risk must be informed by the shared national vision embodied in our Constitution. He emphasised that this vision incorporates the fact that there were injustices in the past, and that they need to be redressed or they will continue to constitute risks to our democracy and erode the social capital on which every nation depends:
What is it that we are called upon to do as individuals and as the citizenry of South Africa? How will we make sure that those injustices of the past do not continue to pose the risk they posed in the past? How do we eliminate them so that we can become the stable, peaceful and prosperous nation that we all desire to be?