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For many affluent families, risk management has become less a matter of how much insurance premiums will cost and more an issue of how much financial risk they are willing and able to accept. In an ever-shifting risk environment where families are assuming higher levels of exposure, families will need to be increasingly cognizant of potential risks in their lives and take proactive steps to safeguard their loved ones, assets, personal data, and financial security.

While business continuity planning and good crisis management are important, organizational resilience encompasses much more. An integrated approach to resilience provides organizations a competitive advantage over less-prepared peers, as well as the ability to adapt to constantly changing external circumstances. Organizations would be well-served to adopt a structured, disciplined resilience approach that accounts for situations in which multiple risk events interact.

Since the disruption of COVID-19, organizations have had to navigate soaring inflation, a rapid increase in interest rates, and escalating global tensions that have destabilized supply chains. All around, there has been enormous pressure on organizations to adapt and move from one crisis to the next. It’s no longer an option to simply take shelter and wait for the storm to pass and rely on traditional approaches to risk management. Against this backdrop, companies have started to adapt an ‘antifragile’ approach to risk, one that seeks to find opportunities in crisis.

Given how significant accounting processes and applications are prime targets for top business risks that include fraud and noncompliance, it’s important to take control and start your risk management analysis. Take an important step toward effective organizational risk management by using this fillable and interactive segregation of duties (SOD) matrix for cash disbursements, procurement, and payroll. After answering the questions, you’ll have a high-level view of functional areas that could pose increased risk for your organization.

As tax strategy becomes more central than ever to business success, tax leaders must adopt new capabilities beyond those traditionally required to lead the tax function. Essential to this evolution is the ability to develop and execute a forward-looking tax roadmap that fully integrates emerging technologies such as artificial intelligence (AI).

For board members and non-executive directors, generative AI stands as a pivotal innovation that offers unprecedented opportunities to drive business value, improve productivity, reach broader audiences, streamline operations, and help address complicated global issues. However, it also raises complex business and ethical questions. To gain the full trust of stakeholders and customers, AI systems need to be designed with governance, risk, legal, and ethical frameworks in mind.

This report, which is rich with actionable data and insights from over 4,576 risk and human resource professionals, is your guide for a proactive, predictive, and disciplined approach to people risk management. It outlines key workforce threats under five pillars of risk—including technological change and disruption, health, well-being and safety, and benefits cost increases—facing employers worldwide and the impact they can have on your organization. Use this report to identify, prioritize, and manage the most critical people risks across your organization.

New cybersecurity guidance for artificial intelligence (AI) systems was issued jointly by the U.S. Cybersecurity and Infrastructure Security Agency, the FBI, the National Security Agency’s Artificial Intelligence Security Center, and cybersecurity agencies of Australia, New Zealand, the U.K., and Canada. The Guidelines, Deploying AI Systems Securely: Best Practices for Deploying Secure and Resilient AI Systems, are particularly notable because they focus on best practices for organizations that deploy AI developed by a third party rather than targeting developers of AI systems.