Risk Management

What the 2026 Risk Report Doesn’t Say and Why it Matters

A seven-part executive series on why strategy, change, and risk keep disconnecting When strategy, change, and risk operate in separate orbits, something predictable happens: strategy becomes abstract, change becomes disruptive, and risk surfaces only after decisions are already made. The executive team agrees AI is strategic. Six months later, IT is managing pilots, operations is …

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The Capability Recession

Why trade uncertainty isn’t the real problem Everyone’s watching the trade talks. I’m watching something more dangerous. Across Canada, I’m seeing companies freeze. Investment in people – paused. Investment in systems – delayed. Investment in the capabilities that build resilience – shelved until “things stabilize.” The rationale is always the same: we need to protect …

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Obsessed with Outcomes

Short-Cutting Process Breeds the Next Corporate Scandal When leaders trumpet results and dismiss the “plumbing” that produces them, the organization’s moral compass drifts, controls erode, and risk snowballs, often invisibly, until the inevitable blow‑up. When former Wells Fargo CEO John Stumpf told U.S. senators, “I care about outcomes, not process,” he meant to sound decisive. Instead, he …

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Repositioning Risk as an Advantage

The playbook that repositions risk from overhead to advantage Risk used to sit on the expense line, something you paid lawyers and auditors to keep at bay. That worldview is crumbling. Supply‑chain shocks now surface in earnings calls, cyber incidents erase years of brand equity overnight, and regulators are rewriting the playbook faster than boards …

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