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Adapting to a world of known unknowns: Lessons for risk leaders

Marsh experts explore how businesses can build resilience amid global disruption, from supply chain risks to long-term strategic governance.

12/18/2025 · 3 minute read

In an increasingly unpredictable world, business leaders face growing uncertainty across geopolitical, economic and environmental fronts. The Known Unknowns - What’s Top of Mind for Finance Leaders brought together experts from Mercer, Marsh and Oliver Wyman to explore how organizations can strengthen resilience and seize opportunities in a shifting global landscape. 

Geopolitical and economic disruption is redefining strategy 

Globalization is fragmenting, and the post-WWII economic order is evolving. From the Red Sea shipping crisis to semiconductor shortages and cyber-sabotage, supply chains are being tested like never before. Organizations must adapt to structural shifts while balancing cost control with long-term investment in resilience.

From uncertainty to action

Embedding these perspectives enables organizations not just to withstand volatility, but to thrive amid disruption.

Scenarios are essential to identify practical steps and confidently plan for what’s ahead. The World Economic Forum Global Risks Report is your essential guide to identifying, understanding, and preparing for today’s and tomorrow’s risks. It should be the starting point to pinpoint relevant risks that could disrupt the industry, the supply chain, and drive the main challenges of the future. The top risks are ranked by more than 900 academic, business, and government leaders. Find out more here. 

Amid these many challenges, Europe’s business leaders believe they need to create their own opportunities rather than wait for a rising tide to lift them. A majority of respondents (56%) cited growth as their top priority. Yet there’s also a sense of urgency. As CEO tenures grow ever shorter, boards become more involved in strategy, and shareholder activism increases, European chief executives are spending nearly half their planning time on horizons of less than one year. Find out more in The CEO Agenda 2025.

It’s crucial for investors to clearly understand their objectives to achieve favorable outcomes. Performance typically depends most on decisions related to asset allocation strategy. This highlights the importance of risk budgeting processes that capture other drivers of return and risk (such as manager alpha and dynamic asset allocation) and are tailored to an investor’s specific objectives and risk tolerances. While strategic asset allocation is important for long-term goals, a static approach may miss return-seeking opportunities because asset prices can deviate from fair value. This can be captured through dynamic asset allocation approaches. Find out more here.

Across Marsh McLennan, leaders identified four key priorities for 2025 planning: 

  • Supply chain, operations & sourcing.
  • Pricing and cost management.
  • Financial risk management.
  • Strategic response and governance. 

Watch the replays of the session, broken down by topic, and explore how Marsh, Mercer and Oliver Wyman are helping clients build resilience for the decade ahead.

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Geopolitics: the ground has shifted for businesses

Til Schuermann, Partner, Banking & Financial Services, Oliver Wyman

Global Dynamic Asset Allocation View

Kylie Willment, Senior Partner, Chief Investment Officer Pacific, Mercer

What are the C-Suite concerned about from a business perspective?

Arthur Chabrol, Partner, Insurance & Asset Management, Oliver Wyman

Vulnerability in global supply chains

James Crask, Global Head of Multinational Clients, Risk Consulting, Marsh

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