Operational resiliense and people risk
Technology risk and AI
Geopolitical, economic and regulatory pressure
Technology risk has seen the sharpest rise of any category, with 86% of leaders rating it as high impact, driven largely by the rapid adoption of artificial intelligence.
AI is no longer a future challenge. It is already embedded in business models, decision-making and operations, expanding both opportunity and exposure. As organisations become more dependent on digital systems and third-party providers, vulnerabilities increase across cybersecurity, governance and regulatory compliance.
Leaders are clear that the challenge has shifted from adoption to control. Strong governance frameworks, clear accountability and executive oversight are becoming critical to managing AI‑related risk at scale.
Operational challenges sit at the centre of how organisations experience risk, with 86% of leaders identifying them as high impact.
Pressure is most visible in systems integration, technology implementation and large-scale transformation programmes, where risks converge and compound. These are not isolated challenges, delays or failures in one area can quickly impact others, exposing organisations to broader disruption.
Alongside this, people risk continues to rise. Talent attraction, retention and evolving workforce expectations are placing additional strain on organisations already navigating complex change. Leaders increasingly recognise that building resilience is as much about capability and culture as it is about systems and infrastructure.
Geopolitical risk has risen sharply, with 72% of organisations reporting direct commercial impact.
Instability is reshaping supply chains, influencing investment decisions and driving economic volatility, from inflation and interest rate pressures to market uncertainty. These risks are largely external, making them harder to control and requiring continuous monitoring, scenario planning and strategic flexibility.
At the same time, regulatory and compliance burden continues to intensify, with 85% of leaders rating it as high impact.
Regulation is becoming more fragmented and fast-moving, particularly across AI, data privacy and ESG. The consequences of getting it wrong now extend beyond financial penalties to reputational damage, investor scrutiny and long‑term loss of trust.
As geopolitical and economic uncertainty intensifies, external volatility is increasingly shaping strategic decisions, investment priorities and long-term planning across organisations.