Private companies face a variety of risks that threaten their ability to achieve their goals. These include geopolitical, cybersecurity, natural disasters, customer concentration, regulatory, competitive, and supply chain risks, in addition those specific to the industry and company. Unlike public companies that must adhere to SEC and other government agency risk disclosure requirements (such as describing risks in their 10-K financial statements), private companies are subject to no such rules. However, just as a robust Enterprise Risk Management (ERM) program benefits these public companies and their stakeholders, private firms and their owners can realize an enhanced chance of success by implementing a custom, properly sized ERM program. The Board of Directors places a key role in governance of the company’s risk and risk management efforts. 

In today’s dynamic global business environment, strategic risk management has never been more critical. Boards of directors are increasingly recognizing their pivotal role in navigating uncertainties, managing risk and seizing opportunities. This article explores how enterprise risk management (ERM) empowers boards to take proactive steps toward comprehensive risk coverage and better governance.

Understanding Strategic Risks: Evolving Risk Management

Traditionally, risk management has centered on financial and operational concerns. However, the modern landscape demands a more comprehensive approach. Strategic risks—ranging from market fluctuations to emerging technologies—now require focused and forward-thinking responses. For instance, emerging technologies like artificial intelligence and automation can fundamentally reshape industry dynamics, potentially rendering existing business models obsolete or creating new cybersecurity vulnerabilities that could compromise critical operations. These technological shifts can rapidly transform competitive advantages into liabilities, making traditional risk assessment frameworks insufficient for modern challenges.