Resilience Consortium

Geopolitical tensions have been rising, creating significant risks for companies, especially those operating internationally. Here is how to plan ahead.

McKinsey’s Global Resilience Survey reveals how leaders in advanced industries view the current landscape and highlights the challenges ahead as they manage uncertainty.

Costly and disruptive, nonfinancial risks are an ever-present concern in the financial services industry. A defined risk appetite strategy can mitigate the problem.

After bringing agile operating models to customer-facing, frontline business units, financial institutions are also seeing the benefits of agile for risk and compliance functions.

Geopolitical risk is at the top of the CEO agenda. Board members can help by sharpening their understanding of the geopolitical context, monitoring developments, and exercising oversight over the controls to mitigate these risks.

As global risks increase and economic uncertainty persists, the risk functions within the financial services industry must continue to evolve talent to ensure organizational resiliency.

Direct losses from operational-risk failures are mounting, and in today’s volatile economic environment, consequent losses in share price are many times greater.

Resilience means understanding the criticality of a business process, the capability of the underlying technology, the business impact if the technology fails, and the organization’s risk tolerance.