McKinsey on Risk
Number 13, October 2022

McKinsey on Risk, Number 13, October 2022

Today’s business and public-sector leaders face a risk landscape disrupted at levels that few have seen before and none has ever confronted as an executive. We have reached a defining leadership moment, where executives are taking a step back and redefining resilience.

Articles in this issue


Resilience for sustainable, inclusive growth

– Resilience should be seen as the ability to deal with adversity, withstand shocks, and continuously adapt and accelerate as disruptions and crises arise over time.
Article - McKinsey Quarterly

A defining moment: How Europe’s CEOs can build resilience to grow in today’s economic maelstrom

– Can leaders lift their companies to the next frontier of resilience—not only to survive but also to thrive?

Using analytics to address inflation risks and strengthen competitive positioning

– In the new inflationary environment, company leaders can protect their business and gain competitive advantage by deploying analytics-aided strategies.

Supply chains: To build resilience, manage proactively

– Supply chain upheavals show little sign of abating. Companies can address them by reconsidering outdated, short-term strategies and beginning the hard work of building structural resilience.

How to build geopolitical resilience amid a fragmenting global order

– Organizations need to strategically invest in capabilities, people, processes, structures, and technology to navigate the risks arising from an evolving and fraught geopolitical landscape.

Risk transformations: The heart, the art, and the science

– Successful large-scale risk transformation requires a combination of heart, art, and science to keep the momentum and deliver sustainable outcomes.
Article - McKinsey Quarterly

Does ESG really matter—and why?

– Although valid questions have been raised about ESG, the need for companies to understand and address their externalities is likely to become essential to maintaining their social license.
Article - McKinsey Quarterly

How to make ESG real

– While ESG is likely to evolve both in substance and name in the coming years, its underlying impulse is here to stay. Here’s how companies can take a more systematic and rewarding approach to ESG.

Securing your organization by recruiting, hiring, and retaining cybersecurity talent to reduce cyberrisk

– Shed the conventional methods. Talent-to-value protection defines the most important cybersecurity roles that demonstrate the greatest reduction in risk for the enterprise.


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