{"id":33734,"date":"2025-04-18T11:36:16","date_gmt":"2025-04-18T15:36:16","guid":{"rendered":"https:\/\/poole.ncsu.edu\/thought-leadership\/?p=33734"},"modified":"2025-04-18T11:39:13","modified_gmt":"2025-04-18T15:39:13","slug":"how-c-suite-leaders-are-navigating-current-and-future-risks","status":"publish","type":"post","link":"https:\/\/poole.ncsu.edu\/thought-leadership\/article\/how-c-suite-leaders-are-navigating-current-and-future-risks\/","title":{"rendered":"How C-Suite Leaders Are Navigating Current and Future Risks"},"content":{"rendered":"\n\n\n\n\n

As today\u2019s risk landscape grows increasingly volatile and interconnected, how are business leaders rising to the challenge? In a recent Nasdaq TradeTalks<\/a><\/strong> segment, Matt Moore, Global Leader of Risk & Compliance at Protiviti, and Dr. Mark Beasley, Director of the ERM Initiative at NC State, sat down with Nasdaq\u2019s Jill Malandrino to explore how boards and C-suite leaders are preparing for both near-term threats and long-term uncertainty.<\/p>\n\n\n

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This timely conversation draws directly from the findings of the 2024 Executive Perspectives on Top Risks<\/a> report\u2014one of the most comprehensive global surveys on risk, featuring insights from over 1,200 board members and senior executives across industries and regions<\/strong>.<\/p>\n\n\n\n

Key Takeaways from the Discussion<\/strong><\/h2>\n\n\n\n

Executives are recognizing that business risks don\u2019t exist in silos. Economic shifts, workforce shortages, technology disruption, and geopolitical instability are increasingly interrelated\u2014and require integrated responses.<\/p>\n\n\n\n

Top Near-Term Risk: Economic Uncertainty<\/h4>\n\n\n\n

The survey highlights economic outlook as the leading concern for the next 12\u201336 months, encompassing inflation, interest rates, labor availability, and supply chain pressures.<\/p>\n\n\n\n

Long-Term Vision: Strategic Agility by 2035<\/h4>\n\n\n\n

Looking ahead to 2035, business leaders are focused on modernizing their operations<\/strong>, building resilient workforces<\/strong>, and investing in emerging technologies<\/strong> to gain a competitive edge in a rapidly shifting marketplace.<\/p>\n\n\n\n

AI: Both Opportunity and Risk<\/h4>\n\n\n\n

Artificial Intelligence features prominently on the list of top concerns\u2014leaders are eager to leverage AI for strategic growth but are equally cautious about deploying it responsibly, with the right skills and safeguards in place.<\/p>\n\n\n\n

Culture and Communication Are Strategic Differentiators<\/h4>\n\n\n\n

Organizations that prioritize cross-functional risk communication<\/strong> and have embedded risk-aware cultures are better positioned to act quickly and strategically<\/strong>, mitigating threats while seizing new opportunities.<\/p>\n\n\n

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Explore the Full Report: Executive Perspectives on Top Risks<\/strong><\/h2>\n\n\n\n

The 2024 Executive Perspectives on Top Risks<\/em> report\u2014co-produced by the ERM Initiative at NC State and Protiviti\u2014offers in-depth data<\/strong> and analysis of risks<\/strong> most concerning to global executives. The study provides two time-horizon views:<\/p>\n\n\n\n