Risk is accelerating. Preparedness isn’t keeping pace.

Risk has always been part of doing business, but today’s environment feels different. The pace of change is faster, the connections between risks are tighter and the consequences of being underprepared are more visible.

That was the central theme of a recent fireside chat between Dave Arick, Managing Director of Global Risk Management at Sedgwick, and Joe Peiser, Global CEO of Aon Risk Capital. The discussion brought together findings from Sedgwick’s recent global risk study and Aon’s long-running Global Risk Management Survey, both of which point to a similar conclusion: organizations are increasingly aware of volatility, but many are still working to translate that awareness into action. 

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Aon’s survey, which has been conducted for 20 years, reflects input from more than 3,000 respondents across 60 countries, including risk managers, human resources executives, CEOs and CFOs. Sedgwick’s study surveyed Fortune 500 executives and focused on claims, operational risk, workforce issues and resilience. Together, the studies offer a broad view of the risk landscape facing organizations in 2026 and beyond. 

The preparedness gap is widening

One of the clearest takeaways is that risk exposure is increasing faster than preparedness. During the discussion, Joe Peiser noted that leaders are increasingly aware of external volatility, from cyber threats to climate events and litigation risks. Yet relatively few organizations are consistently quantifying risk or using analytics to inform decision-making. 

For risk leaders, that gap represents both a challenge and an opportunity. Dave Arick emphasized the value of moving beyond intuition and toward data-backed decision-making. Scenario planning emerged as one of the most practical tools available, helping organizations build the muscle memory needed to respond effectively when disruption occurs. 

AI and cyber risk are now business risks

Cyber risk and artificial intelligence dominated much of the discussion. Aon’s survey continues to identify cyber as the top current and future risk facing organizations, while AI has quickly entered the top tier of emerging concerns. 

Arick and Peiser stressed that AI creates opportunities and risks simultaneously. Organizations are using AI to improve efficiency, strengthen analytics and enhance decision-making. At the same time, threat actors are using the same technologies to identify vulnerabilities, accelerate attacks and increase the complexity of cybersecurity challenges. 

Sedgwick’s research uncovered another important issue: the gap between AI governance and operational readiness. Many organizations are establishing committees and policies, but fewer have translated those frameworks into day-to-day practices. The challenge is no longer creating an AI strategy. It’s operationalizing one. 

Supply chain resilience has become a strategic priority

The conversation also highlighted the growing connection between geopolitical instability, trade policy and supply chain disruption. According to Peiser, geopolitical risk often reveals itself first through supply chains, creating challenges that quickly ripple across operations, customers and financial performance. 

Organizations today are facing a wider range of supply chain threats, including supplier concentration, geopolitical conflicts, credit concerns and disruptions several tiers beyond their direct suppliers. In response, many are reevaluating sourcing strategies, increasing inventory levels and investing in tools that provide greater visibility into supply chain dependencies. 

The broader takeaway was clear: resilience can no longer be an afterthought. Organizations must understand where their vulnerabilities exist and prepare for disruption before it occurs. 

Litigation continues to reshape the risk landscape

The discussion also examined the evolving U.S. liability litigation environment, where rising claim severity, nuclear verdicts, social inflation and third-party litigation funding are creating new pressures for organizations. 

Arick and Peiser expressed concern about the growing financial impact of litigation and its implications for businesses of all sizes. They also emphasized the importance of prevention, advocating for stronger safety practices, better data collection, more rigorous contract management and proactive risk identification. 

For organizations with transportation, fleet or contractor exposure, that means paying closer attention to driver safety, telematics, insurance requirements and other loss prevention measures that can reduce risk before a claim ever occurs. 

Building resilience in an increasingly connected world

As the conversation concluded, both leaders returned to a common theme: today’s risks do not exist in isolation. Cyber threats affect operations. Geopolitical events disrupt supply chains. Litigation influences financial performance. Climate challenges impact workforce safety and business continuity. 

For risk leaders, the path forward is not about predicting every disruption. It’s about building resilient organizations that can adapt when disruption inevitably occurs. That requires stronger collaboration across functions, greater use of data and analytics, more frequent scenario planning and a willingness to think beyond traditional risk silos. 

The message from both studies was remarkably consistent: while risk is becoming more complex, organizations that proactively build resilience will be best positioned to navigate whatever comes next. 

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