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Published: 2011

Total Pages: 38

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The findings of the report are based on a global survey of nearly 500 executives, all with direct responsibility or influence over their firm's risk management. Key findings from the research include the following: 1) Long-term risk management is climbing the executive agenda. At the most senior level of the organisation, discussions about long-term prospects and risks are becoming more frequent. Over one-third of respondents say that their board and senior management have increased the time they allocate to discussing long-term risk analysis; 2) Long-term risk scenarios are yet to inform strategic planning. A large majority of companies are using scenario planning to identify and assess long-term risks, but few are embedding it into overall strategic-decision making. More than one-half of respondents agree that they should spend more time thinking about the risks they will face ten years from now; 3) Strategy planning and risk analysis are often misaligned. Some companies are making long-term strategic plans without a proper consideration of the associated risks. For 58% of respondents, strategic objectives are considered over a period longer than three years, but only 44% report considering risks over more than three years; 4) Short-term focus can be short-sighted. Respondents report that senior management's disproportionate attention to immediate risks is the biggest barrier to companies taking a longer-term view of their risk exposure. Boards and senior management must move beyond this myopia so that immediate priorities do not over-shadow longer-term strategic planning and risk management.