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Executive Perspectives on Top Risks for 2024 and 2034

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Key issues discussed in the boardroom and C-suite

The ever-changing risk landscape and the overall perceived magnitude and severity of risks should prompt boards and executives to scrutinize closely the approaches they use to remain focused on emerging risk issues and to integrate those insights into strategic decision-making.

The 12th annual Top Risks Survey report highlights top-of-mind issues for directors and executives around the globe over the next year – 2024 – and a decade later – 2034.

Now is an opportune time for C-suite executives and their boards to examine closely where to invest – not only to innovate and grow but also to manage risks, preserve market image and branding, and foster a strong recovery when the economy is free of headwinds.

Given the long-term risk landscape, two questions arise for leaders:

  • What steps should we undertake or continue over the near term to ensure our organization is sufficiently agile and resilient to thrive in a decade of disruption?
  • If our organization is being disrupted, how would we know and when would we know it?

The focus today is on agility and resilience as much as it is on prevention and detection.

Top 10 Risks in 2024 and 2034

Top 10 Risks in 2024

  1. Economic conditions, including inflationary pressures
  2. Ability to attract, develop and retain top talent, manage shifts in labor expectations, and address succession challenges
  3. Cyber threats
  4. Third-party risks
  5. Heightened regulatory changes and scrutiny
  6. Adoption of digital technologies requiring new skills in short supply
  7. Existing operations and legacy IT infrastructure unable to meet performance expectations as well as “born digital” competitors
  8. Change in current interest rate environment
  9. Increases in labor costs
  10. Ensuring privacy and compliance with growing identity protection expectations

Top 10 Risks in 2034

  1. Cyber threats
  2. Ability to attract, develop and retain top talent, manage shifts in labor expectations, and address succession challenges
  3. Adoption of digital technologies requiring new skills in short supply
  4. Rapid speed of disruptive innovations enabled by new and emerging technologies and/or other market forces
  5. Heightened regulatory changes and scrutiny
  6. Third-party risks
  7. Economic conditions, including inflationary pressures
  8. Existing operations and legacy IT infrastructure unable to meet performance expectations as well as “born digital” competitors
  9. Increases in labor costs
  10. Inability to utilize rigorous data analytics to achieve market intelligence and increase productivity and efficiency
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