Most organizations still treat risk management as a function that sits off to the side, something to check rather than something to use.
David Turner, CEO of Risk New Zealand, an organization that has grown its membership from six industries to 62 over roughly 25 years, makes the case for flipping that approach entirely, treating risk as a strategic superpower that drives better decisions and growth, not a once-a-quarter compliance exercise.
Identifying risks, issues, assumptions and opportunities, then acting on them, is what helps organizations align with a fast-moving economy and improve performance, not just avoid loss.
Once risk shows up in everyday conversations, meetings and inductions, people feel freer to flag issues early instead of burying them, a shift that changes how willingly people actually report risk.
Complacency, human error, intent, lapses in judgment and normalization of deviance all sit underneath the numbers, and assuming you already understand how people will behave is often the biggest risk senior leaders miss.
Every organization is navigating the same shift, from treating risk as a compliance exercise to treating it as a genuine strategic advantage, and Diligent's own research and guidance can help show where to focus first.
Read the guide to enterprise risk management vs. traditional risk management
