Integrating Cybersecurity and Enterprise Risk Management (ERM)
The increasing frequency, creativity, and severity of cybersecurity attacks means that all enterprises should ensure that cybersecurity risk is receiving appropriate attention within their enterprise risk management (ERM) programs.
Risk Trends 2025 – IRM
Driven by the explosion of technological advancements and increasing global uncertainties, we need to look at what the key shifts in risk are and how practitioners should prepare themselves, and their organisations, for the future. The ability to anticipate and respond to these fast moving developments will be crucial for risk practitioners in 2025.
Spot Risks Early by Aligning Enterprise Risk Management Components
Proactively spotting risks requires aligning early warning systems (EWS), key risk indicators (KRIs), risk appetite, and risk tolerance. This integration enables organisations to monitor threats, act swiftly, and stay within strategic boundaries. Benefits include proactive risk management, cost savings, enhanced decision-making, stakeholder confidence, and adaptability to emerging risks, ensuring resilience and growth.
Case Study: Disinformation-Induced Crisis in a Financial Services Firm
A financial firm faced a major crisis after a disinformation campaign falsely accused it of ESG misconduct. Rapid investor withdrawals, reputational damage, and operational disruption followed. The firm recovered by implementing real-time monitoring, crisis protocols, and integrated risk governance—highlighting the urgent need for resilience against information disorder in risk management.
Case Study: Futurist Risk Management at ApexTech Solutions
ApexTech Solutions adopted a futurist approach to risk management by using scenario planning, predictive analytics, and behavioural risk training. This proactive strategy enabled the company to anticipate regulatory changes, mitigate cyber threats, and seize market opportunities, transforming risk management into a source of resilience, agility, and competitive advantage.
The Key Administrative Competencies of Managers Required for Company Development in the Bani World
When describing the state of the modern world, we can name it “marginal”, i.e. the one where there are hardly any orientations, with organizations having to face barriers in the business processes, which makes them constantly revise the strategies, methods or approaches to the achievement of their goal. It was in 2016 that Jamais Cascio, a futurologist and a researcher from the Institute of Future, brought forward a new conception being in perfect conformity with the present-day situation, dominated by the pandemic provoked by COVID-19, political imbalances, resource deficit, climatic disasters and the war that keeps us in tension. The new term that he proposed to use consisted of the abbreviations, i. e. BANI (brittle, anxious, nonlinear, incomprehensible world without a clear structure).
Directive in respect of Cybersecurity and Cyber-resilience within the National Payment System
In terms of section 10(1)(c) of the South African Reserve Bank Act 90 of 1989, as amended (SARB Act), the South African Reserve Bank (SARB) is required to perform such functions, implement such rules and procedures, and, in general, take such steps as may be necessary to establish, conduct, monitor, regulate and supervise payment, clearing and settlement systems.
Furthermore, the NPS Act provides for the management, administration, operation, regulation and supervision of payment, clearing and settlement systems in the Republic of South Africa, and for connected matters. The power to perform the functions as provided in the SARB Act and the NPS Act is performed by the National Payment System Department (NPSD) within the SARB. The SARB plays an important role in ensuring the safety, efficiency and resiliency of the national payment system (NPS).
The Power of Possibility: Transitioning from Deterministic to Stochastic Thinking for Strategic Risk Professionals
Stochastic thinking in risk management acknowledges uncertainty and the role of probability in shaping outcomes, moving beyond the single-scenario focus of deterministic models (EV, 2020; Investopedia, 2025). Embracing stochastic approaches enables risk professionals to simulate a spectrum of possible futures, quantify likelihoods, and enhance forecasting, scenario planning, and stress testing (PreventionWeb, 2021; GARP, 2023). This mindset delivers deeper insight for strategic decisions, supports resilience, and equips organisations to navigate today’s complexity and volatility more effectively than deterministic methods alone (Milliman, 2022; Perplexity, 2025).
Global risk & resilience outlook 2026
The report outlines an “expanding risk zone” in 2026, where frequent, fast-moving and interconnected threats overwhelm traditional business continuity and demand integrated organizational resilience. It highlights ten critical risks: cyberattacks and systemic cyber risk, AI’s dual edge, climate-driven natural disasters, geopolitical conflict, supply-chain shocks, misinformation, regulatory fragmentation, macro‑financial instability, talent shortages and overlapping polycrises. Survey data show half of organisations lack a formal critical event management strategy and many never test plans, revealing major gaps in training, technology and crisis communications. The report proposes a five‑stage resilience strategy and high‑velocity critical event management to move from reaction to anticipation
Case Study: MTN Group’s Geopolitical Risk Management in Africa
MTN Group, a leading telecommunications company operating across Africa and the Middle East, faces a complex and dynamic geopolitical landscape that presents both challenges and opportunities for its business operations (MTN Group, 2023). As one of the largest mobile network operators in Africa, MTN must navigate a diverse range of political, economic, and social risks across its markets.