Top Risks Survey – 2024 to 2034
The ever-changing risk landscape and the overall perceived magnitude and severity of risks should prompt boards and executives to scrutinise closely the approaches they use to remain focused on emerging risk issues and to integrate those insights into strategic decision-making.
Risk Management in a Technology-Driven World – 2024 Survey
Over the course of two weeks from March 20 to April 2, 2024, we surveyed approximately 200 professionals
working in third party risk management, procurement, vendor management, and similar roles in the United States, Canada, United Kingdom, France, Germany, and Ireland.
IRMSA Risk Report – SOUTH AFRICA Risks 2023/24
South Africa, like many countries, faces a multitude of risks in the years ahead. These risks range from economic and political instability to social and environmental challenges. In our case however, the failure over many years to address these risks in manageable bits, so to speak, has resulted in the country now facing a polycrisis (i.e. the simultaneous realisation of individual risks), with the potential consequence of becoming a Failed State (some may believe that South Africa is already a Failed State) or a Mafia State. Taking this reality into account as the country strives towards the realisation of its Vision 2030 goals, a higher level of urgency is needed to navigate these threats and opportunities in order to build a more prosperous, sustainable and inclusive future or in the worst case, to prevent a Failed State or Mafia State from materialising.
The Resilience Revolution is Here – PwC’s Global Crisis and Resilience Survey 2023
Business leaders face an unprecedented level of disruption and uncertainty in today’s rapidly changing environment. From geopolitical instability and the lingering COVID-19 pandemic to climate crises, cyber threats and faltering supply chains – a multitude of external macro forces are converging on the market.
State of Risk Oversight: Enterprise Risk Management Practices – 2023
In light of evolving challenges linked to ongoing geopolitical turmoil, social change, economic volatility, disruptive technologies, environmental expectations, and a host of other uncertainties, innovative and forward-looking business leaders are strengthening how they proactively manage potentially emerging risks that can quickly derail their organization’s strategic objectives and goals. Failure to anticipate changing
uncertainties can quickly trigger a flow of risks that significantly impact business models and strategic plans.
IRMSA Risk Report – South Africa Risks 2024/25
‘Managing the risks that attend to the pursuit of sustainable development.’
South Africans today may feel that they are living inside Charles Dickens’ Tale of Two Cities. In the One City, a smaller portion of society feels empowered and excited about the unfolding future, gathering pace on the wings of the ongoing technological revolution and new political possibilities. The unprecedented results of the 2024 elections require citizens, political parties, the State, and corporates to reinvent a political future that will serve the interests of our entire nation. Yet in Another City, a larger portion of our nation remains excluded from the benefits of democracy and a more equalitarian world. Being caught in this Tale of Two Cities is not unique or confined to South Africa. The explosion of communication technologies has brought us into each other’s living rooms locally and globally, so to speak. This has enabled the world to both share and tackle its interrelated challenges – polycrises and permacrises. Our collective effort to identify and resolve these challenges is guided by the agenda set by the UN Sustainable Development Goals.
Building The Resilient Organisation – 2021 Deloitte Global Resilience Report
“Once you’ve gone through a period of disruption on the scale that we
have in 2020 and seen how you can be more resilient, it really changes you.
You see how resilience can make your business more flexible, adaptable, and
forward‑thinking, and you can’t go back to how it was before.”
— Greg Tretiak, executive vice president and CFO, Power Corporation of Canada
State of Risk Oversight – Enterprise Risk Management Practices – 2024
Organizations operate in a global environment where myriad uncertainties can arise and trigger risks impacting an
organization’s strategic success. Organizations with a robust, enterprise-wide and strategically focused approach to managing risks increase the odds that these risks can be managed proactively so that key strategic initiatives stay on track.
IRMSA Risk Report 2025/26
South Africans are experiencing new forms of volatility, uncertainty, complexity, and ambiguity. As our own reality changed with the formation of the GNU, the world also changed significantly after the global super-election cycle of 2024. While we are already feeling the impact, these changes will continue to reverberate locally and across the globe in the coming years (not only in a political sense) – affecting the
resilience and sustainability of our
country, our planet, and everyone on it.
Global Risk Management Survey – Key Findings – 2023
Responses to the ninth edition of our Global Risk Management survey suggest that doing business has not become any easier since the last time we conducted the survey, in 2021. In fact, our respondents feel that doing business has become even more volatile and uncertain.