Proaktiv statt reaktiv handeln: Ein Leitfaden zur effektiven Risikoszenarioplanung
| The era of unrelated risks that could be managed through annual assessments is over. New threats, such as disruptive AI developments, geopolitical uncertainty, cyber threats, and volatile trading conditions, are more interconnected and harder to predict.
Therefore, risk management programs must go beyond identifying known threats; they must anticipate and prepare for scenarios that could prevent the achievement of strategic goals. Scenario planning supports this by modeling the impact of plausible events, from cyberattacks to legislative changes, on business operations and resilience. Many ERM teams, already stretched thin with their current tasks, see formalizing scenario planning as a huge additional burden. However, most of them are already implementing individual components of scenario planning through stress tests, contingency plans, and “what-if” discussions between operations, IT, and finance teams. Now they should link these components together, standardize data, and create a unified overview of business risks that reveals the full spectrum of potential consequences. Boards of directors and company executives increasingly expect this. In a survey for Deloitte’s “2025 Boardroom/CEO Study,” 71% of managers cited strategic risk monitoring and scenario planning as the most effective means of increasing resilience. ERM teams are no longer expected to simply catalog risks, but rather to provide strategic forecasts and decision-making tools. To achieve this, they must formalize and refine their existing scenario planning methods in order to reframe risk information as corporate strategy. To get started, download our guide “ Strengthening Business Resilience Through Integrated Scenario Planning and Technology ” to learn about four best practices for developing an effective scenario planning framework. |
