W miarę jak organizacje globalne poruszają się po coraz bardziej złożonym krajobrazie, skuteczne zarządzanie ryzykiem pozostaje kluczowe. Raport Global State of Enterprise Risk Oversight Report z 2024 r. podkreśla pojawiające się trendy, regionalne spostrzeżenia i wykonalne kroki w celu wzmocnienia ram zarządzania ryzykiem. Badanie przeprowadzone przez ERM Initiative na North Carolina State University University we współpracy z AICPA i CIMA obejmuje 623 dyrektorów w czterech regionach: Europie i Wielkiej Brytanii, Azji i Australazji, Afryce i na Bliskim Wschodzie oraz Stanach Zjednoczonych.
Kluczowe ustalenia:
Większa złożoność i wolumen ryzyka:
Ponad 66% respondentów zgłasza wzrost złożoności ryzyka w ciągu ostatnich pięciu lat, powołując się na takie czynniki, jak napięcia geopolityczne, zagrożenia cybernetyczne i zakłócenia na rynku. Jednak tylko 32% opisuje swój nadzór nad ryzykiem jako „dojrzały”.
Operational Surprises Persist:
Nearly 50% of organizations faced significant operational surprises in the past five years, exposing gaps in risk identification and response mechanisms.
Regional Insights:
- The Africa & Middle East region leads in hiring Chief Risk Officers (61%) and linking risk oversight to strategic planning (66%).
- U.S.-based organizations lag in formal risk inventories and governance frameworks, with only 24% of boards discussing risk in strategic planning.
Strategic Integration of Risk Management:
Only 17% of organizations globally believe their risk processes provide a competitive advantage, indicating a missed opportunity to integrate risk insights into strategic decisions.
Barriers to Effective Risk Oversight:
- Competing priorities and insufficient resources are the most cited challenges.
- Cultural barriers, such as viewing risk management as bureaucracy, hinder progress.
Next Steps for Organizations:
- Engage Leadership: Foster honest discussions about risk management's current state and areas for improvement.
- Integrate with Strategy: Align risk assessments with strategic initiatives and decision-making processes.
- Empower Risk Champions: Appoint enterprise-level leaders, such as Chief Risk Officers, to drive structured risk oversight.
- Build Infrastructure: Move away from ad hoc processes by establishing comprehensive risk management policies and metrics.
- Strengthen Board Dialogue: Ensure risk insights are a core component of board discussions, particularly during strategic planning.
Insights from the 2024 Global State of Enterprise Risk Oversight
As global organizations navigate an increasingly complex landscape, effective risk management remains critical. The 2024 Global State of Enterprise Risk Oversight Report highlights emerging trends, regional insights, and actionable steps to strengthen risk management frameworks. Conducted by the ERM Initiative at North Carolina State University University, in collaboration with AICPA & CIMA, this study surveys 623 executives across four regions: Europe & UK, Asia & Australasia, Africa & Middle East, and the United States.
Key Findings:
Increased Complexity and Volume of Risks:
Over 66% of respondents report a rise in risk complexity over the past five years, citing factors like geopolitical tensions, cyber threats, and market disruptions. Yet, only 32% describe their risk oversight as "mature."
Operational Surprises Persist:
Nearly 50% of organizations faced significant operational surprises in the past five years, exposing gaps in risk identification and response mechanisms.
Regional Insights:
- The Africa & Middle East region leads in hiring Chief Risk Officers (61%) and linking risk oversight to strategic planning (66%).
- U.S.-based organizations lag in formal risk inventories and governance frameworks, with only 24% of boards discussing risk in strategic planning.
Strategic Integration of Risk Management:
Only 17% of organizations globally believe their risk processes provide a competitive advantage, indicating a missed opportunity to integrate risk insights into strategic decisions.
Barriers to Effective Risk Oversight:
- Competing priorities and insufficient resources are the most cited challenges.
- Cultural barriers, such as viewing risk management as bureaucracy, hinder progress.
Next Steps for Organizations:
- Engage Leadership: Foster honest discussions about risk management's current state and areas for improvement.
- Integrate with Strategy: Align risk assessments with strategic initiatives and decision-making processes.
- Empower Risk Champions: Appoint enterprise-level leaders, such as Chief Risk Officers, to drive structured risk oversight.
- Build Infrastructure: Move away from ad hoc processes by establishing comprehensive risk management policies and metrics.
- Strengthen Board Dialogue: Ensure risk insights are a core component of board discussions, particularly during strategic planning.
Autor: Sebastian Burgemejster
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