SAI360’s latest white paper uses the January 31, 2025 Barclays outage as a clear reminder that digital service failures can rapidly escalate into financial disruption and lasting reputational harm
Political events beyond a company’s control—such as sudden regime changes, civil unrest, or expropriation—can pose serious financial threats, impacting revenues, assets, operations, and contractual obligations. Political risk insurance exists to shield businesses from exactly these uncertainties. By transferring the potential economic fallout to an insurer, companies safeguard themselves against the full brunt of a crisis, preserving financial stability even when unforeseeable disruptions occur.
The Netherlands Authority for the Financial Markets is sounding the alarm on what it calls a “treacherous” sense of calm across global markets. In its Trend Monitor 2026 report and a separate deep dive on scenario thinking, the regulator warns that the stability seen in recent years is resting on an uneasy balance that could tip with little warning.
In my last piece, The Inevitability of Failure, I wrote about something most leaders quietly know but rarely say out loud—failure isn’t an interruption of the journey, it is the terrain. That article opened the door to a conversation I’ve been having with myself for decades, long before GRC became my lens for understanding how organizations move through uncertainty.
Portugal’s Insurance and Pension Funds Supervisory Authority (ASF) has approved its updated Corruption and Related Offenses Risk Prevention Plan for 2025, the latest step in the agency’s effort to strengthen internal governance and reinforce public confidence in the supervision of Portugal’s insurance and pension fund sectors.
In this article, Graeme Keith explores what it really means to build a risk model that is genuinely useful in practice rather than simply mathematically impressive. He emphasizes that effective models must be embedded in real decision-making processes, aligned with clear objectives, and developed collaboratively with stakeholders. The focus is on modeling as a creative, iterative, and context-driven exercise that prioritizes understanding causal relationships and supporting informed action.
In his latest piece, Norman Marks breaks down a critical gap he continues to see across GRC and ERM programs: the absence of a true top-down, objective-focused approach. While many organizations and software platforms emphasize identifying risks first and then mapping them to objectives, Marks argues that this bottoms-up structure misses what matters most. To understand risk and opportunity in a meaningful way, he explains, organizations must start with their enterprise objectives, strategies, and goals, and then determine what could hinder or enable their achievement.