Description: Feature article that defines strategic risk management (SRM) and discusses ways to design and optimize a company’s SRM process.

Description: Many top-performing businesses aren’t just risk aware, but rather risk intelligent. Such a posture helps prepare companies for a major event and can demonstrate to a regulator or auditor that an appropriately strong control framework is in place. Better still, companies gain real strategic value from a “risk adjusted” understanding not only of their threats and vulnerabilities, but also the upside opportunities associated with various risks. It starts with having both qualitative and quantitative information to identify, assess and manage risks. Strategic risk management, at its core, is about creating value by increasing transparency and accountability, and quality of information. More than a mere compliance exercise, effective risk management enables more informed strategic decision making, increased accountability and transparency, a greater likelihood of organizational success, and – ultimately – competitive advantage, as borne out by many studies that correlate risk management and financial results.

Description: Risk management techniques do not include system science. System science requires that the uncertainty of the world is incorporated into the results. The articles explains the difference between risk and uncertainty. Learn how risk practices create an overoptimistic view of future outcomes.

Description: As tariff policies are rapidly changing throughout 2025, the U.S. markets have been reacting in complex ways. In addressing the difference in short and long-term impacts of these policy changes, the importance of resilient and holistic risk management is highlighted in order for companies and investors to find opportunities and mitigate sudden losses.

Description: We focus on those Strategic Risk Management (SRM) approaches which articulate challenges to strategic execution, prioritize risks to attaining objectives, drive key performance metrics, and improve the chance of success. By using these qualities as our guide, we drive SRM which resonates with the C-suite and creates risk management intelligence which drives success.

Description: Companies are exposed to a variety of risks related to the development and implementation of their business strategy. There is an extensive amount of literature about enterprise risk management (ERM), yet it is still possible to find a new opportunity to analyze how different kinds of risk information can be objectively considered by senior management to enhance corporate governance and strengthen sound decision-making processes. Strategy formulation is the main part of the strategic planning process. A robust ERM framework must provide relevant risk information for decision-makers so as to reduce the possibility of selecting a mistaken strategy or overlooking an important one. Most common strategic planning tools do not even take risk into account, which worsens the situation. Subsequently, it is time to identify and measure strategic risks. They can leverage, hinder or prevent the fulfillment of the strategic objectives. Risk management may also support the development of institutional actions so as to increase the likelihood of reaching expected results. Furthermore, strategic risks should be monitored through key risk indicators to allow the identification of conditions that could lead to a risk event. This paper aims to introduce a new comprehensive model that integrates risk management into strategic planning. A number of risk tools, improvements to be made by risk managers and a practical application of the model are presented to make possible the establishment and deployment of an effective strategy by the organization.

Description: Based upon Salim Ismael's keynote address at the SOA Annual meeting in Austin as well as his book Exponential Organizations, this article discusses the disruptive power of two significant trends: the transformative power of new, scalable technology, and the generational shifts caused by Boomers leaving the workforce and Millennials' rise to prominence.

Description: A discussion of the hidden costs of bringing innovative products to market, including the costs of expertise gaps and opportunity costs

Description: Disruptive innovation are revolutionising many indusrties. How will it affect insurance?

Description: he co-editors introduce themselves and preview the articles in this issue.