In a volatile, uncertain environment, scenario planning embraces preparation for multiple possibilities. It's not about forecasting a single future, but developing the resilience to adapt to whatever comes your way.

Welcome to the final article in our five-part series on building a strong risk culture. 

In the previous stage, we focused on executing and embedding your risk culture strategy to drive tangible change in risk management practices. Now, it's time to shift our attention to “Stage 5: Measure and Sustain”.

In the previous article, we explored how to develop a risk culture strategy and roadmap to bridge the gap between your current state and your desired future state. Now, it's time to put that plan into action in “Stage 4: Execute and Embed”.

Our previous posts discussed the importance of defining your target risk culture and assessing your current state. These critical steps provide the foundation for “Stage 3: Developing a strategy and roadmap” to bridge the gap between current and future state.

In the previous post, we discussed the importance of defining your target state - the North Star that guides your risk culture efforts. Part two of this five-part series is a dive into “Stage 2: Assessing your current risk culture”.

As risk leaders, our job is to guide our organisations through uncertain times. A key part of this role is creating a strong risk culture that supports our business goals. This blog post, the first in our five-part series on risk culture, focuses on the crucial first step: defining your target state.

Risks in today’s business environment are not just about financial performance. Non-Financial Risks (NFRs) are critical factors - such as operational, reputational, regulatory, and Environmental, Social, and Governance (ESG) risks, all of which directly aect a company’s long-term value.