Report

Strategy under uncertainty: embedding risk in decision-making

Findings from the 2026 Strategic Imperatives and Risk Management Survey.

Learn how leading European organisations are turning risk insight into stronger, faster, more confident action.

Risk management leaders are under pressure to help the business make decisions in a more volatile environment. You are expected to guide choices on growth, investment, supply chain resilience, workforce change, AI adoption, and climate exposure, often with incomplete information and little room for error. At the same time, in many organisations, risk insight still sits beside strategy rather than shaping it. That gap makes it harder for you to influence decisions when it matters most.

Strategy under uncertainty: embedding risk in decision-making gives you a practical view of how organisations are responding to that challenge. Based on findings from Marsh’s 2026 Strategic Imperatives and Risk Management Survey, the report shows where companies are making progress, where capability gaps remain, and what separates more mature organisations from the rest. It helps you benchmark your current approach across five critical areas and identify where risk can play a stronger role in decision-making. If you want to move from monitoring risk to helping drive action, this report will help you do it.

What you’ll gain from the report

An overview of the current maturity across scenario analysis, supply chain oversight, AI and analytics in risk management, workforce adaptability, and infrastructure resilience.
Practical insight into where companies are still falling short so you can spot gaps, address weaknesses, and act with more confidence.
Evidence to strengthen your case internally for better integration between risk, strategy, finance, and operations.
A sharper view of near-term priorities including why AI and analytics supply chain are a top focus across many organisations.
Actionable recommendations to help risk management influence decisions earlier and support resilience, competitiveness, and long-term value creation.

Many organisations understand that resilience, competitiveness, and long-term performance depend on stronger integration between risk and decision-making. Yet across critical areas such as AI, supply chains, workforce transformation, and infrastructure resilience, capability often remains uneven and execution fragmented. This report provides anevidence-based view of where organisations are advancing, where material gaps persist, and what that means for leadership priorities. For executives focused on strengthening resilience while enabling strategic progress, it offers a practical benchmark to inform more confident, forward-looking decisions.

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Article

Strategy under uncertainty: embedding risk in decision-making

Learn how leading European organisations are turning risk insight into stronger, faster, more confident action.

What you’ll gain from the report

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