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Financial leaders’ role in developing resilience and reputation

Financial leaders’ role in developing resilience and reputation
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By Olivia Graham , 

Senior Consultant - Risk Consulting

12/08/2025 · 4 minute read

Growing protectionism, shifting trade policies, tariffs, and other geopolitical uncertainties are complicating the risk landscape for financial institutions, requiring senior leaders to reassess risk mitigation strategies in line with the changing geopolitical environment.

Traditional models of globalisation and operational resilience may no longer be sufficient; instead, risk-focused leadership teams must consider an intersectional approach that emphasises crisis preparedness, resilience measures, and greater communication and engagement from the executive level. These interconnected priorities are not only essential to helping your organisation thrive, but also to advancing the future of global finance at large.

A closer look at today’s geopolitics

The geopolitical environment demands a fundamental shift in how leaders think about and respond to risk. Geoeconomic confrontation, including tariffs, sanctions, and investment screening, as well as regional instability may threaten established trade routes and supply chains, challenging previous assumptions about globalisation and operational optimisation.

As these dynamics unfold, leaders must extend their risk management efforts beyond mere compliance and risk awareness to proactive engagement and strategic agility. Additionally, recent global developments and geopolitical tensions have increased the demand for greater accountability and proactive measures from financial institutions. Stakeholders, from investors to employees and clients, increasingly expect organisations to take a stand on social and political issues, particularly during a crisis but also before it arises.

Crisis readiness: A strategic imperative

The ability to anticipate, absorb, and recover from geopolitical shocks is no longer a luxury; it is a business necessity. Crisis readiness should involve a comprehensive approach that includes:

  • Geopolitical scenario planning: Develop and analyse potential scenarios to prepare for their impact on your people and business operations. By better assessing your potential risk exposures, you can develop stronger mitigation strategies and review legal and compliance frameworks to avoid penalties.
  • Crisis response playbook testing: Test your organisation’s response to crises annually or more frequently, allowing teams and individuals to become familiar their roles and responsibilities during a crisis. This should include regularly evaluating and refining your crisis response procedures and documentation.
  • Stakeholder communication strategies: Craft clear and effective communication plans to keep stakeholders informed and engaged during a crisis. This should include everyone from entry-level employees to executives.

By proactively engaging with potential risks and uncertainties, leaders and broader organisations can position themselves to respond swiftly and effectively when crises arise. Doing so can help foster a culture of agility and adaptability within your organisation.

Reimagining resilience in a fragmented world

As financial institutions like yours grapple with geopolitical uncertainty, the concept of resilience must evolve. Operational resilience can no longer be defined solely by redundancy; it must encompass structural flexibility and adaptability.

To achieve this, leaders should focus on building a resilient infrastructure that allows for rapid adjustments in response to changing circumstances. Steps may involve:

  • Diversifying supply chains: Identify alternative suppliers, explore different geographic markets, and establish relationships with multiple vendors. More specifically, assess risks associated with each supplier and region, ensuring that you can maintain operations even if one supply chain is disrupted due to geopolitical events, natural disasters, or other unforeseen challenges.
  • Investing in technology: Implement automation tools, data analytics, and artificial intelligence to evaluate current operational workflows, pinpoint bottlenecks, and streamline processes.
  • Fostering a culture of innovation: Promote open communication, provide training and resources for innovation, and reward your employees for their contributions to creative solutions. You may also establish cross-functional teams to collaborate on projects, hosting brainstorming sessions, and allowing for flexibility in how teams approach challenges.

By reimagining resilience, financial institutions can not only survive future crises but better anticipate and prepare for potential disruptions in an increasingly complex environment.

The role of reputation management

The way your organisation responds in a crisis can significantly impact your reputation. A negative or inadequate response can lead to lasting damage to your brand. Stakeholders now expect financial institutions to lead with value-aligned communication and transparency, particularly during times of crisis.

As your organisation navigates geopolitical uncertainty, you must prioritise reputation management as a strategic asset. This involves not only communicating effectively with stakeholders but also aligning your organisational values with actions. As representatives of your organisation and the faces behind your brand, it is important to demonstrate commitment to ethical practices that go beyond verbal agreements to action. By doing so, you can build trust and credibility with stakeholders, which is essential for long-term success.

Leading through turbulence: Seizing opportunities

While geopolitical uncertainty presents significant and often unpredictable challenges, it also creates opportunities for financial institutions willing to embrace proactive engagement.

By taking ownership of your narratives and implementing actionable strategies for crisis preparedness, resilience building, and leadership engagement, you can position your organisations for success, both now and into the future.

To learn more, speak with a Marsh representative.

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Olivia Graham

Olivia Graham

Senior Consultant - Risk Consulting

  • United Kingdom