# Chief Risk Officers Outlook 2024: Navigating Risks in a Volatile Landscape > Swiss GRC fasst das Chief Risk Officers Outlook 2024 des World Economic Forum zusammen. Der Beitrag richtet sich an Risikoverantwortliche und beschreibt geopolitische, wirtschaftliche und digitale Risiken sowie die veränderte Rolle der CROs. - URL: https://swissgrc.com/en/chief-risk-officers-outlook-2024-navigating-risks-in-a-volatile-landscape/ - Publisher: SwissGRC® - Published: 2024-10-15 - Last updated: 2026-08-20 ## Key facts - According to the World Economic Forum report, 96% of risk officers expect ongoing geopolitical disruptions. - 71% of CROs expect a surge in criminal cyber activity, and the integration of new technologies such as artificial intelligence expands the digital footprint of many organisations. - 95% of organisations expect their risk functions to contribute not only to operational resilience but also to shaping organisational strategy. - The external risks named in the report are macroeconomic pressures, cyber threats and regulatory changes, particularly around data privacy, AI and sustainability. - Swiss GRC recommends an integrated approach to risk management and names its GRC Toolbox as a way to consolidate risk, regulatory compliance and business objectives in one platform. **The Chief Risk Officers Outlook 2024, released by the World Economic Forum, paints a clear picture of an increasingly volatile global landscape. Chief Risk Officers (CROs) are facing unprecedented challenges, from economic instability to rapidly evolving cyber threats. As the custodians of organizational resilience, CROs must now think strategically about risk, balancing the need for innovation with the imperative to safeguard against uncertainty. In this blog post, we explore key insights from the report and reflect on the evolving role of risk management in ensuring business sustainability.** A fractured global landscape: Navigating risk in 2024 The global risk landscape is increasingly characterized by **geopolitical tensions**, **macroeconomic instability**, and **digital vulnerabilities**. According to the report, 96% of risk officers expect ongoing geopolitical disruptions. Regional conflicts, shifting global alliances, and tensions in trade relations are intensifying, creating an unpredictable environment for businesses across sectors. The global economy continues to be under strain. Rising **inflation**, interest rate hikes, and liquidity challenges are expected to persist well into 2024, with markets still recovering from the shocks of recent years. In this environment, businesses must reassess their growth strategies, seeking out flexibility and resilience in the face of economic turbulence. One of the most pressing risks is the continued rise of **cyber threats**. With 71% of CROs expecting a surge in criminal cyber activity, businesses find themselves increasingly vulnerable to attacks. The integration of new technologies, particularly artificial intelligence, has expanded the digital footprint of many organizations, increasing the exposure for cyber vulnerabilities. CROs must now adopt a multifaceted approach to risk management, one that not only addresses these traditional risks but also anticipates emerging threats in the digital and geopolitical arenas. The external forces shaping corporate strategy The external risks identified by the report—macroeconomic pressures, cyber threats, and regulatory changes—are pushing businesses to rethink their corporate strategies. 1. **Macroeconomic pressures**: As economies grapple with inflationary pressures and interest rate fluctuations, businesses face tough decisions on investments, operational costs, and growth trajectories. Long-term planning becomes more complex in a world where macroeconomic variables are constantly shifting. 2. **Technological and cyber threats**: The rapid development of AI and other advanced technologies brings new opportunities, but it also heightens the risk of sophisticated cyber-attacks. Companies must now invest in stronger and more efficient cybersecurity measures to protect themselves from these evolving digital threats. 3. **Regulatory scrutiny**: Governments worldwide are tightening regulatory frameworks, particularly around data privacy, AI, and sustainability. For businesses, this means keeping pace with regulatory changes and staying compliant in an ever-evolving environment. Businesses must view [risk management](https://swissgrc.com/en/risk-management-software/) not as a separate function but as an integral part of their corporate strategy. By staying ahead of macroeconomic trends and regulatory changes, organizations can adapt more quickly and maintain a competitive advantage. Balancing risk and innovation in a competitive environment The Outlook 2024 highlights an ongoing tension: the need to innovate while mitigating increasing risks. Many businesses are seeking growth through innovation, particularly in technology, but this comes with heightened risks, including cybersecurity threats and operational disruptions. In this environment, CROs are tasked with creating frameworks that **balance risk and innovation**. Rather than viewing risk as a barrier to growth, forward-thinking organizations are leveraging risk management as a tool to facilitate innovation. This requires an integrated approach, where risk considerations are embedded in strategic decision-making processes, enabling businesses to pursue growth opportunities while remaining resilient. Effective risk management should empower innovation. Risk functions need to evolve from being reactive to proactive, ensuring that organizations can innovate with confidence and resilience. The role of CROs in 2024: From guardians to growth enablers The role of the Chief Risk Officer is undergoing a transformation. Traditionally seen as protectors or “guardians” of the organization, CROs are increasingly being viewed as **strategic partners**. Their expertise in understanding and mitigating risk is now recognized as a critical component of long-term growth strategies. The report emphasizes that 95% of organizations expect their risk functions to contribute not just to operational resilience but to **shaping organizational strategy**. This shift reflects a broader realization: risk management isn’t simply about avoiding potential pitfalls; it’s about **creating value** by steering the organization toward opportunities while managing the risks associated with them. As CROs take on this expanded role, they will need to harness dynamic tools that provide real-time insights into emerging risks. The ability to foresee and act on these risks will position risk management as a driver of innovation and growth, rather than a limitation. Conclusion and recommendations The Chief Risk Officers Outlook 2024 provides a critical overview of the risks facing businesses, but managing these risks requires more than just awareness—it demands action. An **integrated approach** to risk management is no longer optional; it’s indispensable in today’s complex environment. Leveraging technology, such as a comprehensive GRC (Governance, Risk, and Compliance) platform, enables organizations to centralize risk data, streamline compliance, and maintain real-time oversight. This holistic view fosters **proactive decision-making**, ensuring that risk management becomes a core part of strategic planning rather than a reactive measure. At Swiss GRC, we believe that technology, when thoughtfully applied, can transform risk functions from operational safeguards into **growth enablers**. Our GRC Toolbox allows organizations to integrate risk insights across all levels, ensuring alignment between risk management, regulatory compliance, and business objectives. By consolidating these functions into one platform, businesses can anticipate emerging risks, maintain agility, and ensure resilience while pursuing innovation. As businesses look to the future, embracing an integrated, technology-driven approach will be key to navigating uncertainty with confidence. By combining strategic foresight with robust risk management tools, organizations can turn potential threats into opportunities for sustainable growth. References World Economic Forum (2024). Chief Risk Officers Outlook 2024 This report outlines the global risks that CROs anticipate for 2024, including economic instability, cybersecurity threats, and regulatory challenges. [Link to report](https://www3.weforum.org/docs/WEF_Chief_Risk_Officers_Outlook_2024.pdf) Informa Connect (2023). The Evolving Role of the Chief Risk Officer A publicly accessible report that explores the transformation of the CRO role in recent years and their increasing importance as strategic partners. [Link to report](https://informaconnect.com/uploads/025f4bf7-b07f-469f-b1a9-6a074e064003_RiskMinds365_The_Evoling_Role_of_a-CRO.pdf) Deloitte (2023). Innovation Risk Management This report describes how businesses can use risk management techniques to foster innovation and mitigate risks. [Link to report](https://www2.deloitte.com/us/en/insights/industry/public-sector/public-sector-innovation-risk-management.html) PwC (2023). Global Digital Trust Insights 2024 PwC provides a comprehensive overview of global cybersecurity threats and their impact on businesses. [Link to report](https://www.pwc.com/gx/en/news-room/press-releases/2023/digital-trust-insights.html) ## Frequently asked questions ### What is the Chief Risk Officers Outlook 2024? It is a report released by the World Economic Forum that describes the global risks Chief Risk Officers anticipate for 2024. These include economic instability, cybersecurity threats and regulatory challenges. ### How many risk officers expect geopolitical disruptions in 2024? According to the report, 96% of risk officers expect ongoing geopolitical disruptions. 71% of CROs also expect a surge in criminal cyber activity. ### How is the role of the Chief Risk Officer changing? CROs are increasingly seen as strategic partners rather than only as guardians of the organisation. The report states that 95% of organisations expect their risk functions to help shape organisational strategy. ### How can risk management support innovation? The post says risk considerations should be embedded in strategic decision making, so that organisations can pursue growth while remaining resilient. Risk functions need to move from reactive to proactive. ### What does Swiss GRC recommend for managing these risks? Swiss GRC recommends an integrated approach supported by a GRC platform that centralises risk data, streamlines compliance and provides real time oversight. It names its GRC Toolbox for this purpose.