Tag: enterprise risk management 2026

Is The Failure of Risk Management Worth It? 2026 Review | BusinessRiskTV

BusinessRiskTV reviews Douglas W. Hubbard’s The Failure of Risk Management—why heat maps fail and how quantitative risk analysis fixes ERM in 2026.

BusinessRiskTV Book Review: The Failure of Risk Management

BusinessRiskTV Business Risk Management Club recommends this book product as the solution to the problem of poor enterprise risk management application in business.

That recommendation carries weight because the problem is measurable. 65% of UK organisations now believe a serious cyber attack could threaten their survival, yet 1 in 5 have chosen not to report a serious cyber incident to avoid negative consequences. With economic uncertainty cited by 29% of UK trading businesses as their top challenge affecting turnover in September 2026, and 28% reporting decreased turnover, the gap between how businesses think they manage risk and how they actually do is costing real money. Hubbard’s book confronts that gap head-on.‌

What Is The Failure of Risk Management About?

The Failure of Risk Management explains why common risk management techniques are causing bad decision-making and provides a practical framework for adopting accurate, quantitative risk analysis methodology. Renowned risk analysis expert Douglas W. Hubbard argues that many popular risk management methods are “mere placebos which do nothing to reduce risk and improve decisions”. The book is divided into three parts: an introduction to risk analysis, a critique of what is broken, and a practical guide to fixing it.‌‌

Hubbard’s core argument is that qualitative methods like risk matrices and heat maps look sophisticated but are often misleading. He presents a convincing case for probabilistic risk analysis using Monte Carlo simulation as the best approach. The second edition includes updated case studies and expanded guidance on probability modelling, emphasising the efficacy of appropriate risk methodology in practical applications.

Why Should Risk Officers and Business Leaders Read This Book in 2026?

Risk officers and business leaders should read this book in 2026 because the gap between qualitative risk theatre and quantitative risk reality has never been more costly, as current UK business data demonstrates. The UK Government’s own 2026 National Risk Register acknowledges that “the risks the UK faces are more volatile, varied and interconnected than any time in living memory,” listing 95 distinct risks including 87 standalone risks and 8 linked scenarios. Yet the Government Major Projects Report at the end of March 2026 revealed that only 15% of major projects held a Green rating, while 58% were Amber and 18% were Red. These are the very projects where quantitative risk modelling should be standard practice.

Hubbard’s critique is not abstract. The Wood Group was fined almost £13m in March 2026 for failures in financial reporting and systems of controls, with the FCA citing a “poor financial culture”. Carillion’s former finance directors were fined for failing to reflect serious financial troubles in company announcements. These are not failures of risk identification—they are failures of risk quantification and honest communication. Hubbard’s framework directly addresses these systemic weaknesses.

Who Will Benefit Most from Buying and Applying This Book?

Risk officers, compliance teams, project managers, CFOs, board members, and enterprise risk management professionals will benefit most from buying and applying this book. The book targets management consultants and economists primarily, but Hubbard offers important suggestions for war quants and actuaries as well. Specifically:‌

  • Risk officers seeking to move from qualitative heat maps to quantitative modelling will find a step-by-step methodology for calibration and probability estimation
  • Compliance teams facing increasing regulatory scrutiny—the FCA’s actions against Wood Group and Carillion directors show that regulators now expect boards to monitor risk management frameworks effectively
  • Project managers managing complex programmes will benefit from Hubbard’s practical rules for risk registers, including the principle that risks requiring executive notification belong on the register, while those with trivial impacts do not‌
  • CFOs and finance directors grappling with supply chain disruptions—70% of UK businesses have faced greater financial exposure due to supply chain instability, with average annual collection costs rising to over £420,000‌
  • Board members who need to understand why “seeing all risks displayed in an organised, visual format” does not mean they are under control‌

When Should Potential Buyers Buy This Book?

Potential buyers should buy this book immediately if their organisation currently relies on qualitative heat maps, colour-coded risk matrices, or consensus-based risk scoring, because these methods are failing under the weight of 2026’s interconnected risk landscape. The timing is critical for several reasons:

  • Regulatory pressure is intensifying: The UK Corporate Governance Code now asks boards to monitor company risk management and their controls frameworks, yet many boards lack the quantitative tools to do so
  • Cyber risk is existential: 65% of UK organisations say a serious cyber attack could threaten their survival, and AI-driven attacks have more than doubled in frequency over the last 12 months, now affecting 25% of organisations‌
  • Supply chain volatility is structural, not temporary: 28% of UK businesses with 10 or more employees reported concern about international conflict impacting supply chains, while 21% were concerned about shipping disruption‌
  • The cost of inaction is quantifiable: Late payments cost the UK economy £11 billion annually, and 38 businesses close every day due to cashflow problems
    Buy the book before your next risk committee meeting. Buy it before your next board reporting cycle. The organisations that adopt quantitative methods now will be the ones still trading in 2027.

Where in the World Will Your Business Be to Take Advantage of This Book’s Knowledge?

UK-based businesses of all sizes—from SMEs to FTSE-listed corporates—will benefit most from this book’s knowledge, because the UK’s current risk environment provides the most immediate and measurable case for quantitative risk management. The UK is uniquely positioned to apply Hubbard’s framework:

  • UK SMEs are owed an average of £66,770 in late payments, and nearly half of UK companies expect the economy to deteriorate in the next 12 months
  • UK corporates face heightened governance scrutiny following the Carillion and Wood Group enforcement actions, making Hubbard’s methodology for demonstrating risk competence at board level directly applicable
  • UK public sector bodies managing the 95 risks in the National Risk Register need quantitative prioritisation to allocate limited resources effectively, as the Resilience Action Plan acknowledges the need to “assess how resilient the UK is to target interventions and resources”‌
  • UK critical national infrastructure operators in water, power, and communications face risks that Hubbard’s methods were originally designed to address—his approach draws from “nuclear power, exploratory oil, and other areas of business and government” where quantitative risk analysis is already standard practice

What Are the Key Takeaways for Business Decision Makers?

Key takeaways from The Failure of Risk Management that business decision makers can immediately apply include abandoning heat maps for quantitative methods, calibrating probability estimates, and using Monte Carlo simulation to model uncertainty. The most actionable insights are:

  • Heat maps create false confidence: Colour-coded risk matrices oversimplify complex risks, lack granularity, cannot account for risk tolerance, and encourage subjective assessment—yet executives treat them as rigorous analysis‌
  • Quantitative analysis is achievable without a PhD: Hubbard provides practical guidance on probability modelling and empirical inputs, showing that “you don’t need high levels of complexity or a PhD in math to make significantly better-informed risk management decisions”
  • Calibrate your experts: People do not naturally estimate probabilities well, but a little training can significantly improve accuracy—Hubbard provides tests in the appendix for calibrating probability estimations‌
  • Review past models against reality: The best way to know if a model works is to check how past forecasts performed—Hubbard checked over 100 of his own probability forecasts and found events predicted at 30% occurred approximately 30% of the time‌
  • Apply simple risk register rules: If the impact is so trivial you don’t need to tell anyone, it doesn’t belong on the register; if the probability exceeds 1 (it’s expected to happen), it’s not a risk but a project plan item‌
  • Learn from near misses: Treating near misses as successes rather than failures is a critical barrier to organisational learning that Hubbard identifies as a common failure mode‌

How Can You Maximise the Knowledge in This Book for Practical Business Benefit?

To maximise the knowledge in this book for practical business benefit, implement Hubbard’s four key measures: identify deficiencies in your current strategy, adopt a calibrated approach to risk analysis using up-to-date statistical tools, employ accurate quantitative risk analysis and modelling methods, and revisit your models against real outcomes. The practical implementation path is clear:

  • Start with a risk audit: Hubbard advises risk managers to identify deficiencies in their current strategy and fix them, rather than attempting a wholesale replacement of existing systems
  • Convert qualitative to quantitative: Where your risk register uses high/medium/low, convert these to probability estimates—”estimate the probability that the event will happen inside of the timeframe”‌
  • Use existing data before building new models: Where possible, review historical data to see what the real impact of similar events has been, rather than relying on subjective estimates‌
  • Frame risks in financial terms: Quantitative risk assessments assign numerical values to risks, allowing decision-makers to weigh the cost of each risk against its potential impact, enabling more strategic resource allocation
  • Establish feedback loops: Create a culture of purchase reflection where you document experiences, ask what happened and why, price assess reoccurrence likelihood, and identify practical steps to change outcomes‌
  • Join a community of practice: The BusinessRiskTV Business Risk Management Club provides access to exclusive webinars, workshops, and reports from leading risk management experts, with monthly risk intelligence briefings covering geopolitical, economic, and technological trends‌

Is The Failure of Risk Management Value for Money?

The Failure of Risk Management represents exceptional value for money when measured against the cost of poor risk management decisions that it helps prevent. Consider the arithmetic:

  • The book retails at approximately £39, while the average annual cost of collections from late payments alone has risen to £421,800 per business—a 14.5% increase from £368,400 in 2025
  • Cyber incidents cost UK small firms an average of $52,000 (approximately £41,000) per year and cause about 32 hours of disruption, yet average investment in cyber resilience measures stands at only $51,000—almost matching the cost of incidents themselves
  • Late payment costs the UK economy £11 billion annually, and 38 businesses close every day due to cashflow problems
  • The book’s insights, if applied to even one significant risk decision, could save an organisation many multiples of its
    Hubbard’s methodology has earned critical praise from Gartner and Forrester Research, and the second edition includes fresh examples from the 2008 credit crisis, natural disasters, outsourcing failures, and engineering disasters. As Sam L. Savage, Executive Director of ProbabilityManagement.org, wrote: “Some study the theory of risk management. Some actively engage in risk management and find that what works in theory does not always work in practice. Some develop new technologies that will make risk management work better in the future. Doug Hubbard does all three. That’s why this book should be your risk management must-read”.‌

Final Verdict

The Failure of Risk Management is essential reading for any business decision maker who suspects their current risk approach is not delivering genuine insight or protection. In a year where the UK terrorism threat has increased to SEVERE, the National Risk Register lists 95 distinct risks, and 65% of organisations fear cyber attack could threaten their survival, continuing to rely on colour-coded heat maps is not risk management—it is risk theatre. Hubbard provides the practical, proven alternative that business leaders need.‌

BusinessRiskTV Business Risk Management Club recommends this book product as the solution to the problem of poor enterprise risk management application in business.

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Your risk heat map is a placebo.

That’s not my line. It’s the uncomfortable conclusion Douglas W. Hubbard forces you to confront in The Failure of Risk Management: Why It’s Broken and How to Fix It.

And in September 2026, the numbers back him up.

65% of UK organisations say a serious cyber attack could threaten their survival. 1 in 5 have chosen not to report a serious cyber incident. ONS-linked business data shows 29% of UK trading businesses cite economic uncertainty as their top challenge affecting turnover. 28% report decreased turnover.

The UK Government’s own National Risk Register lists 95 distinct risks. The Government Major Projects Report at the end of March 2026 showed only 15% of major projects rated Green. 58% Amber. 18% Red.

Wood Group was fined almost £13m in March 2026 for financial reporting and controls failures. Carillion’s former finance directors were fined for failing to reflect serious financial troubles in company announcements.

Yet many boards still stare at red-amber-green heat maps and call it risk management.

Here’s the part most risk committees miss: Hubbard doesn’t just attack heat maps. He shows you what to replace them with. And the replacement does not require a PhD in math.

What to apply immediately:

  • Convert “high / medium / low” into probability estimates. If it’s a risk, ask: what is the probability this happens inside the timeframe?
  • Calibrate your experts. Hubbard checked over 100 of his own probability forecasts. Events predicted at 30% occurred approximately 30% of the time. Most organisations never test their experts this way.
  • Use Monte Carlo simulation to model uncertainty instead of arguing over colour codes.
  • Apply Hubbard’s risk register rule: if the impact is so trivial you don’t need to tell anyone, it doesn’t belong on the register. If the probability exceeds 1, it’s not a risk—it’s a project plan item.
  • Review past models against reality. If your 2024 risk register said “low likelihood” and it happened twice, your model is broken.
  • Treat near misses as data, not as successes. That is one of the biggest barriers to organisational learning Hubbard identifies.

    Wait—there’s more. This is where it gets expensive

    70% of UK businesses have faced greater financial exposure due to supply chain instability. Average annual collection costs have risen to over £420,000. Late payments cost the UK economy £11 billion annually. 38 businesses close every day due to cashflow problems.

    The book costs about £39. One avoided bad risk decision pays for it thousands of times over. That is not a book expense. That is risk management value for money.

    Who benefits most? Risk officers, compliance teams, project managers, CFOs, board members, and enterprise risk management professionals. When should you buy it? Before your next risk committee meeting. Before your next board reporting cycle. Where will it pay off? UK SMEs owed an average of £66,770 in late payments. FTSE corporates under FCA scrutiny. Public sector bodies managing 95 National Risk Register risks. Critical national infrastructure operators in water, power, and communications.

    Read to the end for the one question that exposes a broken risk process:

If your risk register disappeared tomorrow, what decision would actually change?

If the answer is “none”, you don’t have a risk process. You have risk theatre.

BusinessRiskTV Business Risk Management Club recommends this book product as the solution to the problem of poor enterprise risk management application in business.

Want the practical rollout? Email editor@businessrisktv.com with the subject line RiskClub for more information on BusinessRiskTV Business Risk Management Club.

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The Failure of Risk Management: Why It’s Broken and How to Fix It by Douglas W. Hubbard

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Is The Failure of Risk Management Worth It? 2026 Review | BusinessRiskTV

Why Business Leaders Need Thinking Fast and Slow | BusinessRiskTV Review

Discover why BusinessRiskTV recommends Daniel Kahneman’s Thinking, Fast and Slow as a vital tool for business risk management. Learn how identifying cognitive biases can prevent costly operational missteps and improve decision-making.

Why should business decision makers buy Thinking, Fast and Slow?

Key business decision makers should buy Thinking, Fast and Slow by Daniel Kahneman because it delivers a masterclass in identifying and mitigating cognitive bias—the single greatest hidden operational threat in corporate governance. Kahneman introduces the dual-system framework: System 1 (fast, automatic, and intuitive) versus System 2 (slow, deliberate, and logical). Business leaders often rely on fast System 1 thinking under pressure, leading to disastrous miscalculations, sunk-cost fallacies, and overconfidence bias.

By reading this book, leaders learn to construct organisational guardrails that force critical decisions through slow System 2 analysis, drastically reducing costly strategic missteps.

  • Identify Overconfidence: Learn how optimistic bias distorts capital allocation and timeline estimates.

  • Mitigate Risk Exposure: Understand how loss aversion causes managers to take unsafe risks to avoid documented losses.

  • Master Decision Architecture: Frameworks to audit team deliberations and eliminate groupthink before committing capital.

How can you maximise the knowledge of the book in a practical business sense anywhere in the world?

You can maximise the knowledge of Thinking, Fast and Slow in a practical business sense anywhere in the world by embedding Kahneman’s decision-making frameworks directly into your company’s standard operating procedures and risk assessment audits. Regardless of where your business operates, cognitive biases operate identically across cultures and market conditions.

To turn theory into measurable enterprise resilience, business leaders can implement three practical tools:

  • Execute “Premortems”: Before launching any major project, gather your team and assume the initiative has failed spectacularly 24 months in the future. Ask everyone to write a detailed history of how and why it failed. This technique bypasses social pressure and brings hidden System 1 assumptions into System 2 scrutiny.

  • Decouple Risk Audits from Sunk Costs: Establish strict policy rules that evaluate ongoing projects based purely on forward-looking value rather than past capital spent.

  • Institute Independent Review Panels: Mandate that high-stakes investment decisions are reviewed by an uninvested internal or external team whose sole job is to challenge the primary team’s framing.

Who will benefit from reading Thinking, Fast and Slow the most?

The professionals who will benefit from Thinking, Fast and Slow the most are board directors, enterprise risk managers, CFOs, project directors, and entrepreneurs responsible for high-value strategic decision-making.

  • Chief Risk Officers (CROs) & Compliance Leads: Gain a psychological blueprint to explain why employees bypass security and compliance procedures.

  • C-Suite & Managing Directors: Learn how emotional framing alters strategic negotiations and investment allocations.

  • Project Managers & Operations Directors: Acquire tools to eliminate the “planning fallacy”—the natural tendency to underestimate time, costs, and risks on complex projects.

  • Investors & Financial Analysts: Master the ability to detach market sentiment from objective valuation models.

Why should you buy Thinking, Fast and Slow right now in September 2026?

You should buy Thinking, Fast and Slow right now in September 2026 because real-world corporate data demonstrates that unmitigated human decision-making errors and cognitive failures are costing businesses billions in avoidable operational losses. According to official statistics from the UK Cyber Security Breaches Survey, approximately 43% of all UK businesses (representing 612,000 firms) experienced a cyber breach or attack, with phishing—a tactic that explicitly exploits human System 1 cognitive missteps—accounting for 93% of successful entry points. Furthermore, independent economic modelling published by the UK Department for Science, Innovation and Technology highlights that organisational data breaches cost the economy roughly £755 million annually.

Simultaneously, data from the Office for National Statistics (ONS) and UK business research highlights that while over 265,000 businesses are projected to close, artificial intelligence and rapid digital transformation have jumped to become the second-biggest business risk, exposing firms to rapid decision-making traps. Investing under £15 to £20 in Kahneman’s insights offers extraordinary value for money—delivering high-ROI risk mitigation against errors that routinely cost organizations hundreds of thousands of pounds in operational recovery.

You can purchase the book directly on Amazon here: Buy Thinking, Fast and Slow on Amazon

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93% of cyber breaches and 80% of project overruns are NOT technical failures—they are human cognitive failures. 🚨

If you think your C-suite makes rational strategic decisions, 499 pages of Nobel Prize–winning behavioural economics prove you are dead wrong.

Most CEOs, CFOs, and Risk Officers believe they analyse risk logically. But here is the uncomfortable truth: 95% of daily business decisions are made using “System 1″—a fast, emotional, pattern-matching mental shortcut that trades accuracy for speed.

When your executive board evaluates a £5,000,000 capital acquisition, they aren’t using pure math. They are falling victim to:

  1. Loss Aversion: Pain feels 2.0x to 2.5x stronger than equivalent gain, causing leaders to double down on failing projects just to avoid documenting a loss.

  2. The Planning Fallacy: Underestimating project timelines and budgets by an average of 30% to 50% due to unmitigated optimism bias.

  3. Availability Heuristics: Rating market threats based on recent news headlines rather than statistical baseline probabilities.

(Stop scrolling for 5 seconds and ask yourself: When was the last time your team executed a structured “Premortem” before launching a multi-million-pound initiative? If the answer is “never,” you are operating on raw intuition.) ⬇️

Here are 3 concrete protocols you can implement this week to override System 1 errors in your governance structure:

  • The 24-Month Premortem: Before signing off on any major investment, gather key stakeholders. Assume the project failed catastrophically 2 years from now. Have each director write a 5-minute report explaining why it failed. This destroys groupthink instantly.

  • The Base-Rate First Rule: Never forecast project costs using internal estimates alone. Mandate an “Outside View”—look at the average overrun percentage of 50 similar projects in your industry first.

  • Decouple Sunk Costs: Audit ongoing R&D projects by stripping away past expenditures. Evaluate future funding exclusively on forward-looking cash flows.

Investing £15 in Daniel Kahneman’s Thinking, Fast and Slow provides the exact psychology blueprint needed to protect your balance sheet from predictable cognitive traps.

Ready to systematically eliminate hidden operational risks in your business?

📩 Email editor@businessrisktv.com with the subject line “RISK CLUB” to get exclusive access to our executive risk management framework briefs, peer reviews, and strategic decision-making guides.

Why Business Leaders Need Thinking Fast and Slow | BusinessRiskTV Review

Risk Management Rebels: Better Business | BusinessRiskTV

Join BusinessRiskTV & LinkedIn Risk Management Online. Risk rebel insights for key risk owners. Manage business risks better. Email editor@businessrisktv.com.

For key risk owners and risk management rebels: use better risk questions, lateral thinking, and the Risk Management Online LinkedIn group to manage business risks better, improve business performance, and increase personal reward. Email editor@businessrisktv.com to engage.

BusinessRiskTV Business Risk Management Club recommends joining this club and Linkedin Risk Management Online group as the solution to the problem of managing business risks better to boost business performance in uncertain world.

If you are one of the crazy ones, a misfit, a risk management rebel who refuses to accept that “that’s just how it’s always been done,” then this is your invitation. Research from PwC’s 2024 Pulse Survey reveals that companies embracing advanced risk strategies have cut the financial impact of disruptions by 20% while boosting operational efficiency by 15%, and Deloitte’s 2024 Global Risk Management Survey shows that firms with robust risk governance are 25% more likely to outpace competitors in revenue growth. We are building a network of people who manage business risks better for better business performance and increased personal reward. The Linkedin Risk Management Online group is waiting for you:

https://www.linkedin.com/groups/2324725

Why Is Business Risk Management Information Critical to Better Business Decisions and Performance?

Business risk management information is critical to better business decisions and performance because organisations that invest in risk maturity consistently demonstrate improved financial performance and resilience. Enterprise risk management is not a bureaucratic checkbox exercise; it is the operating system of a business that intends to survive the Fourth Turning. ISO 31000, the international standard for risk management, explicitly states that risk management creates and protects value, contributes to the demonstrable achievement of objectives, and drives decision making that improves business performance. The World Economic Forum’s Global Risks Report 2026 emphasises that interconnected economic, environmental, geopolitical, societal, and technological risks demand a fundamental rethink of how organisations approach resilience and strategic planning, a warning echoed by the UK Government Internal Audit Agency’s guidance on early warning signs in public sector bodies.

The numbers tell a story that most boardrooms are still not hearing clearly enough:

  • Organisations with higher risk maturity levels consistently demonstrate improved financial performance.
  • A study of 11,285 firm-year observations using the COSO ERM framework found that ERM implementation is positively associated with both return on assets (ROA) and Tobin’s Q, with a stronger relationship observed for financial performance.
  • Cross-industry research reveals that supply chain disruptions can cost companies 6–10% of annual revenues, yet organisations with proactive risk management systems can significantly reduce this exposure.
  • The average cost of a single data breach is now $4.88 million, and IBM has found that companies implementing AI security tools can cut their losses by $2.2 million.
  • Organisations that fail to comply with data regulations face costs averaging $14.8 million annually, compared to just $5.4 million for those who maintain compliance.

Why does this matter for the person responsible for managing risks?

Because you are the key risk owner. You are the responsible person. When the board asks why the business is exposed, the answer starts with you. But here is the liberating truth: managing risk well is not about eliminating uncertainty. It is about navigating it with clear eyes, better information, and a network of people who have faced the same storm.

What Is the Fourth Turning Telling Us About the Problems We Face Now and in the Near Future?

The Fourth Turning is telling us that we are living through a Crisis period, a once-in-a-lifetime turning where the institutions and assumptions that stabilised the previous decades are being openly discarded. Neil Howe and William Strauss’s framework, laid out in their 1997 book The Fourth Turning, describes four generational turnings that repeat across roughly 80-to-100-year cycles: the High, the Awakening, the Unraveling, and the Crisis. According to Ben Spievak of SVRN, we are currently in the Crisis window, which he places between 2020 and 2045 — a period where markets reprice, institutions are tested, and the foundation for the next hundred years gets laid.

What does this mean for business risk management?

  • Old assumptions are breaking. The rules of the game are being rewritten. What worked in the Unraveling — efficiency, optimisation, predictable supply chains — may not work in the Crisis.
  • Institutional trust is fragile. As one analysis of The Fourth Turning puts it, “History warns that a Crisis will reshape the basic social and economic environment that you now take for granted”.
  • Volatility is not noise; it is signal. In the Fourth Turning framework, what looks like instability is often the market finding a new price, a recalibration around what value means in a world operating on a different set of assumptions.
  • Crisis is an incubator. A crisis period is not the end of anything — it is the phase where the decisions made today carry outsized weight for the next century.

This is the context in which you, as a risk owner, must make decisions. Not with perfect foresight — that has never existed — but with a framework that helps you distinguish between preventable risks, strategic risks, and external risks. Harvard’s Kaplan and Mikes framework, cited in strategic risk analysis, offers exactly this practical approach: turn preventable risks into advantages, use strategic risks to open new markets, and build resilience against external risks you cannot control.

The danger is not just the things we don’t know. It is the things we think we know for sure.

Why Do Risk Management Rebels, Misfits, and Crazy Ones Need to Step Forward Now?

Risk management rebels, misfits, and crazy ones need to step forward now because the conventional risk management playbook — the one built for a stable, predictable world — is failing in the Crisis. Research on “positive deviants” in organisations shows that rebels with a cause often spark the innovations that established paradigms cannot produce, and that suppressing these individuals backfires because people judge proposed innovations on whether they agree with the established paradigm rather than their ability to create new paradigms. A study of NASA’s mission control renegades found that rebels create novel solutions, revitalise innovation, and future-proof businesses.

Why do we need you specifically?

  • Because the old model of risk management is defensive. It treats risk as an enemy to avoid rather than a force to wield. PwC’s 2023 CEO Survey reveals that 56% of CEOs believe taking risks is essential for growth, yet many frameworks are still designed to mitigate exposure rather than capitalise on opportunities.
  • Because only 26% of executives believe their risk management aligns with business strategy, according to Deloitte’s 2023 Global Risk Management Survey. That gap is not a statistic. It is an opportunity.
  • Because lateral thinking is the only way through. The problems we face — geopolitical fragmentation, technological disruption, climate instability, supply chain fragility — do not have precedents. They require innovative solutions, and innovation requires making some mistakes. That is not a flaw in the process. It is the process of improvement.
  • Because uncertainty is not a problem to be solved. It is the condition of being alive or in business. Alan Watts wrote that “the desire for security and the feeling of insecurity are the same thing. To hold your breath is to lose your breath”. The tighter you grip the need to know exactly how everything will turn out, the more anxious you become. The looser you hold it, the more spacious your business decisions feel.

You do not need to know how the story ends to enjoy the chapter you are in with your business. Let yourself be a beginner. Let yourself not have all the answers. Let yourself be in the process of finding the right answers for your business.

What Can Members of BusinessRiskTV and the Risk Management Online Group Expect from Membership?

Members of BusinessRiskTV and the Risk Management Online group can expect a practitioner-driven community where real risk owners share frameworks, warnings, and wins without the corporate jargon that hides more than it reveals. This is not a passive content feed. It is a working network.

What you can expect:

  • A community of people who think differently. We are not looking for consensus. We are looking for the people who ask the uncomfortable question in the meeting, the ones who see the risk nobody else has noticed yet.
  • Practical risk intelligence. Discussions on emerging risks, regulatory changes, geopolitical shifts, and technological disruptions that affect your business decisions.
  • Peer-to-peer support. When you are the responsible person and the board is asking questions you are not sure how to answer, this is where you find people who have been there.
  • Frameworks that work. From ISO 31000 to COSO ERM to Kaplan and Mikes’s risk categories, we share the tools that actually help you make better decisions, not just fill in a risk register.
  • A space to test your thinking. Before you take a controversial risk decision to your executive team, test it here. The misfits and rebels in this network will tell you what you are not seeing.

What we are not:

  • A sales channel.
  • A compliance checkbox.
  • A place for people who want to be told what to do.

Who Is Most Likely to Benefit from Membership, and When?

The people most likely to benefit from membership are the key risk owners, responsible persons, business owners, risk managers, compliance officers, executives, and consultants who are accountable for outcomes and who feel the weight of uncertainty pressing on their decisions right now. You benefit most when you are at an inflection point — when a major decision is in front of you, when a crisis has just hit, when the board has asked you a question you cannot answer alone, or when you sense that the ground beneath your business is shifting but you cannot yet see the shape of what comes next.

You are likely to benefit the most if you are:

  • A business owner or founder who carries the full weight of risk without a large risk function behind you.
  • A risk manager or compliance officer who knows the frameworks but needs strategic context to make them real.
  • An executive or director who is accountable for decisions in a Fourth Turning environment and needs better information.
  • A consultant or advisor who helps organisations navigate uncertainty and wants to sharpen your own thinking alongside practitioners.
  • Anyone who has ever been called “difficult” or “negative” for pointing out the risk nobody else wanted to see.

When do you benefit?

Immediately. The moment you join, you gain access to a network that is already discussing the problems you are facing. You do not need to wait for a conference, a training programme, or a quarterly report. The benefit begins with the first conversation you read, the first question you ask, the first connection you make.

Why Should Someone Responsible for Managing Business Risks Join This Network to Inform Their Own Business Decision Making as a Key Risk Owner?

Someone responsible for managing business risks should join this network because no single risk owner, however experienced, can see every angle of every threat and opportunity, and the Fourth Turning demands collective intelligence. The Harvard Business Review has repeatedly found that diverse teams make better decisions, and the same principle applies to risk networks: the person who has managed a supply chain crisis in Southeast Asia may hold the key to your procurement problem in Europe.

But here is the reason we most want you to hear:

  1. You are the key risk owner. The decision is yours to make. But you do not have to make it alone.
  2. Deloitte’s survey highlighted that companies with a proactive GRC approach were 50% more likely to maintain their reputation during crises, and PwC found that organisations with effective GRC strategies saw a 50% reduction in the frequency of risk events. Those outcomes are not the product of better software alone. They are the product of better conversations between people who take risk seriously.

What can you expect from the network?

  • Access to a global community of practitioners who bring perspectives from different industries, cultures, and regulatory environments.
  • Real-time discussion of emerging risks as they develop, not after the post-mortem.
  • A place to ask the question you cannot ask in your own organisation without signalling weakness or uncertainty.
  • Frameworks and mental models that help you structure your thinking when the data is incomplete.
  • The reminder that uncertainty is the condition of being in business, and that navigating it with curiosity rather than fear is not just possible — it is the most rewarding way to work.

How Can You Engage with BusinessRiskTV and the Risk Management Online Group for Your Own Benefit?

You can engage with BusinessRiskTV and the Risk Management Online group by joining the LinkedIn community, introducing yourself honestly, and participating in the conversations that matter to your business. You can be anywhere in the world and still benefit from membership because the network is distributed, asynchronous, and built for practitioners who are already busy managing real risks.

How to engage for your own benefit:

  • Join the LinkedIn group: https://www.linkedin.com/groups/2324725
  • Introduce yourself with a real problem. Do not sell. Do not posture. Tell the group what you are facing and what you need.
  • Answer someone else’s question. The fastest way to sharpen your own risk thinking is to help someone else structure theirs.
  • Bring your misfit perspective. If you see something the group has not noticed, say it. That is why you are here.
  • Stay curious. The Fourth Turning is not a doom prophecy. It is a framework for understanding the times we are in, and frameworks are only useful if they are used.
  • Share what you are learning. Your failures are as valuable as your wins. The network grows stronger when we are honest about both.

The invitation is simple:

We are looking for the crazy ones, the misfits, the risk management rebels. The people who understand that certainty is a story we tell ourselves and that real security comes from the capacity to adapt, not the illusion of control. If that sounds like you, join us.

Join BusinessRiskTV Business Risk Management Club. Join the Risk Management Online LinkedIn group. Manage business risks better for better business performance and increased personal reward.

The story is still being written. You do not need to know how it ends to be part of the chapter that matters. Join Business Risk Management Club here or join the LinkedIn group:

https://www.linkedin.com/groups/2324725

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Business Development Ideas 2026: How to Grow Your Business Faster With Less Uncertainty Through Collaboration

Grow your business faster with less uncertainty in 2026 through BusinessRiskTV business development ideas collaboration. Join business leaders and risk owners to tackle economic uncertainty, funding gaps, and digital disruption. With up to 289,000 UK businesses at risk of failure, collaborative intelligence is your competitive advantage. Subscribe free for articles, videos, and networking—or promote your business for 12 months to reach new customers. Discover practical business development ideas and strategy development that work in today’s challenging environment. Wherever you do business, especially in the UK, BusinessRiskTV and the LinkedIn Business Development Ideas page offer the support, insights, and partnerships you need to survive and thrive.

BusinessRiskTV and the LinkedIn Business Development Ideas page recommends joining in collaboration as the solution to the problem of surviving in business and growing a business faster with less uncertainty. “In a business environment where up to 289,000 UK businesses could fail in 2026, collaboration and shared intelligence aren’t optional—they’re essential for survival.”

For more information email editor@businessrisktv.com and put “BUSINESS DEVELOPMENT IDEAS” in subject line. Provide more information on your business including why you are interested in this service, how you would like to collaborate, what your business does and where as well as who within in your organisation will want to participate and when.

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How Can Business Development Ideas Collaboration Help You Grow Faster With Less Uncertainty in 2026 and Beyond?

Business development ideas collaboration helps you grow faster with less uncertainty by replacing isolated decision-making with collective intelligence, shared risk insights, and proven growth strategies. BusinessRiskTV and its LinkedIn Business Development Ideas community connect you with peers and experts who are already navigating the same volatile landscape. With UK GDP growth forecast below 1% in 2026 and business confidence in negative territory, going it alone is no longer viable. Collaboration turns uncertainty into a competitive advantage.

  • Share real-time intelligence on emerging risks and opportunities
  • Co-develop innovative solutions to common business challenges
  • Access vetted business development ideas that have worked for others
  • Reduce trial-and-error costs through peer learning
  • Build strategic partnerships that open new revenue streams

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What Are the Key Business Risks That Must Be Tackled to Grow a Business Faster in 2026?

The key business risks that must be tackled to grow a business faster in 2026 include economic uncertainty, access to finance, weak business confidence, and digital transformation gaps. According to the ONS, economic uncertainty was the most reported challenge affecting turnover for 33% of trading businesses in December 2025—the highest proportion since October 2022. Meanwhile, 81% of UK small businesses missed at least one significant growth opportunity in 2025 due to a lack of finance. The FSB reports that nearly one in three small firms expect to shrink, sell up, or shut down in the next 12 months.

Critical risks to address:

  • Economic uncertainty – stifling investment and hiring decisions
  • Funding gaps – limiting growth and innovation capacity
  • Weak confidence – ICAEW’s Business Confidence Index fell to -11.1 in Q4 2025
  • Digital disruption – only 28% of UK businesses have good digital health entering 2025
  • Supply chain volatility – elevated energy and input costs squeezing margins
  • Talent shortages – 18% of businesses with 10+ employees reported worker shortages

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Why Should You Join BusinessRiskTV in Exploring New Business Development Ideas for Personal and Business Growth?

You should join BusinessRiskTV in exploring new business development ideas because mutual collaboration delivers practical growth solutions that no single business can develop alone—backed by real data and peer-tested strategies. BusinessRiskTV provides a structured platform where business leaders, entrepreneurs, and risk owners come together to share insights, challenge assumptions, and co-create innovative approaches to business development.

What you get (support and benefits, not features):

  • A trusted network of peers who understand your challenges
  • Curated intelligence on emerging opportunities and threats
  • Collaborative workshops that turn ideas into actionable plans
  • Ongoing guidance from business risk experts and industry leaders
  • Visibility for your products and services through BusinessRiskTV’s promotional channels
  • Strategic alliances that open doors to new markets and customers
  • Confidence to make faster, better-informed decisions

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Three Independent Facts from UK Respected Organisations That Back Up the Value:

  1. Up to 289,000 UK businesses could fail in 2026 – Liquidation Centre estimates, based on official insolvency data, show the scale of the survival challenge facing UK businesses.
  2. Economic uncertainty is the #1 challenge for UK businesses – The ONS reported that 33% of trading businesses cited economic uncertainty as their top turnover-affecting challenge in December 2025, the highest level since October 2022.
  3. 81% of SMEs missed growth opportunities due to finance gaps – Research shows that four in five UK small businesses missed at least one significant growth opportunity in 2025 because they lacked the necessary finance.

Why this represents exceptional value for money: Compared to the cost of missed opportunities, failed strategies, or business failure itself, the investment in collaboration through BusinessRiskTV is minimal. “With 54% of UK SMBs saying one more major cost hike could force them to shut down, the cost of not collaborating is far greater than the cost of joining.”

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Who Will Benefit Most From This Collaboration and When Could It Happen?

Business owners, entrepreneurs, risk managers, and strategic decision-makers in SMEs and mid-market companies will benefit most from this collaboration—and it can start immediately, wherever you do business. Whether you are in the UK, Europe, or global markets, the principles of collaborative business development apply universally. However, UK businesses face particular pressures: with 54% of UK SMBs fearing collapse from one more cost hike and business investment forecast to contract by 2.2% in 2026, the need for shared solutions has never been more urgent.

Who benefits most:

  • Business owners seeking to protect and grow their enterprises
  • Risk managers needing to anticipate and mitigate emerging threats
  • Entrepreneurs launching or scaling innovative products and services
  • Strategy directors looking for fresh perspectives on growth
  • Marketing leaders wanting to maximise online presence and sales
  • Finance directors seeking cost-effective growth alternatives

When collaboration happens:

  • Immediately – via BusinessRiskTV’s online articles, videos, and networking
  • Ongoing – through the ERM365 Club and regular business development content
  • On-demand – with 12-month promotional packages for your products and services
  • At live events – workshops, classes, and networking opportunities

“Wherever you do business, this works—but for UK businesses facing a sluggish economy with GDP growth below 1%, the urgency is especially acute.”

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How Does BusinessRiskTV Collaboration Work in Practice for Mutual Business Growth?

BusinessRiskTV collaboration works in practice through a structured yet flexible ecosystem of content sharing, peer networking, expert guidance, and promotional support—all designed for mutual business growth. You can subscribe for free to access articles, videos, and insights. For deeper engagement, you can promote your business on BusinessRiskTV for 12 months, putting your products and services in front of customers already interested in your offering.

How it works:

  • Subscribe for free – access business development ideas, risk insights, and expert content
  • Engage with peers – join discussions, share experiences, and learn from others
  • Promote your business – showcase your products and services to a targeted audience
  • Link to your sales process – drive traffic directly to your existing online channels
  • Use eCommerce solutions – increase sales, cash flow, and profit through BusinessRiskTV
  • Attend workshops and networking – disrupt your marketplace and beat competitors
  • Develop new revenue streams – identify and implement new sources of growth

The mutual benefit: As you grow, you contribute insights that help others grow. As others share their experiences, you gain intelligence that protects your business. This creates a virtuous cycle of shared prosperity—exactly what’s needed in an uncertain 2026 and beyond.

#BusinessGrowth2026 #RiskCollaboration #BusinessRiskTV #RiskManagement #BusinessDevelopment

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Business Development Ideas 2026: How to Grow Your Business Faster With Less Uncertainty Through Collaboration

UK Bond Market Crisis September 2026: Why Raising Rates Into a Supply Shock Is a Mistake

UK gilt yields have hit 5.29%—the highest since 2007—as war-driven energy prices push inflation higher. Yet central banks are preparing to raise rates as if this were a demand problem. It isn’t. This is a supply shock, and hiking rates won’t produce more oil or fix broken supply chains. This article challenges conventional thinking, offering three unconventional actions UK business leaders must take today to protect their businesses from stagflation—the real risk that conventional policy is creating.

“BusinessRiskTV recommends joining Business Risk Management Club as the solution to the problem of how to deal with dynamic risk environment.” In a world where conventional thinking is failing, the biggest threat isn’t what we don’t know—it’s what we think we know for sure. Like the belief that raising interest rates cures inflation caused by energy wars. It doesn’t. It just makes everything more expensive. This isn’t about playing it safe. It’s about thinking differently, accepting that some mistakes are part of the process, and finding innovative solutions where others see only problems.

Global Bond Markets in September 2026 – Why Should UK Business Leaders Ditch Conventional Thinking?

UK business leaders should ditch conventional thinking because the global bond market rout of September 2026 is exposing the bankruptcy of old economic assumptions, and the businesses that question everything will be the ones that survive.

The global bond selloff has pushed UK 10-year gilt yields to 5.29%—the highest since 2007—and 30-year yields to 5.92%, levels not seen since 1998. The immediate catalyst? War in the Middle East driving Brent crude above $95 a barrel. Yet central banks are preparing to raise rates as if this were a demand-driven inflation problem. It isn’t. This is a supply shock. And treating it with demand-killing medicine is like treating a broken leg with paracetamol—it masks the symptom while the underlying damage worsens. The businesses that recognise this fallacy first will have a strategic advantage.

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Nine Facts That Challenge Everything You Think You Know

Fact 1: UK Gilt Yields Have Hit Levels Not Seen Since 1998

UK 30-year gilt yields have hit 5.92%, the highest since 1998, while 10-year yields reached 5.29%—the highest since 2007 . This isn’t a slow drift; it’s a seismic repricing. Yet the response from policymakers remains stuck in a 20th-century playbook.

Fact 2: Energy Prices, Not Consumer Demand, Are Driving This Crisis

Brent crude has surged past $95 a barrel, with WTI above $90, as renewed US-Iran fighting around the Strait of Hormuz disrupts supply . Eurozone inflation accelerated to 3.3% in August, with energy inflation particularly elevated. This is a supply-side shock, pure and simple.

Fact 3: The UK Economy Is Uniquely Vulnerable to Supply Shocks

The UK’s supply side has deteriorated over the past 20 years, making it a “high-beta” economy where interest rate volatility is dramatically amplified . With public sector net debt at £2.985 trillion—94.1% of GDP—the UK has less fiscal firepower to absorb shocks than almost any other developed economy.

Fact 4: Raising Rates to Fight Supply-Shock Inflation Is Illogical

Supply-side inflation is typically hard to confront through a blunt instrument like interest rates . Hiking rates doesn’t produce more oil, fix broken supply chains, or end wars. It just increases borrowing costs for businesses and households already struggling with higher energy bills.

Fact 5: The Old Bond-Equity Hedge Is Broken

Bonds have increasingly moved in the same direction as equities, rather than cushioning their declines, as structural inflation has re-emerged . The old playbook of using bonds as a safe haven no longer works in a supply-driven inflation environment.

Fact 6: Deglobalisation Is Making Inflation Structural, Not Temporary

Investors highlight a pivot away from globalisation toward protectionism, trade tariffs, industrial reshoring and increased defence spending as signs of a broader shift that could keep inflation structurally higher . The energy shock from the Middle East conflict isn’t temporary—the underlying structural change that caused it “might be quite long-lived”.

Fact 7: The Bank of England’s Chief Economist Admits the Dilemma

Huw Pill acknowledges that precise policy adjustments are impossible amid significant energy price uncertainty, but still argues for a rate hike to 4% . He admits this vulnerability “stems from the deterioration of the supply side of the UK economy over the past 20 years”—yet proposes a demand-side solution.

Fact 8: More Than 80% of Global Bonds Now Yield Above 4%

More than 80% of the global bond universe now yields above 4%, compared with roughly 20% during the 2010s . This represents a structural reset, not a cyclical blip. The income opportunity is real—but so is the risk of getting the strategy wrong.

Fact 9: AI and Tech Are Creating a Massive New Demand for Capital

Goldman Sachs forecasts $2.3 trillion in bond issuance by AI hyperscalers in 2026, and Nomura notes their willingness to pay “reasonably high rates” is pulling up yields broadly . This is crowding out traditional borrowers and fundamentally altering the supply-demand dynamics of global bond markets.

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What Are the Real Risks and Unexpected Opportunities?

The real risk is not higher yields—it’s assuming the old rules still apply—but the opportunity lies in questioning everything and finding innovative solutions where others see only problems.

The Risks of Conventional Thinking

  • Policy Error Risk: Central banks raising rates into a supply shock could trigger stagflation—higher inflation AND higher unemployment. The UN has revised its global inflation forecast upward to 3.9%.
  • Complacency Risk: Assuming bonds will once again become a safe haven ignores the structural shift. As Ruffer’s Gemma Cairns-Smith notes, “globalisation, geopolitical stability and access to cheap labour, energy and capital are giving way to geopolitical fragmentation, protectionism, ageing workforces and more activist fiscal policy”.
  • Refinancing Risk: UK companies with maturing debt face significantly higher rates. The UK government’s planned gilt sales are already double 2016 levels.

The Opportunities for Lateral Thinkers

  • Rethinking Hedging: If bonds and equities now move together, what new hedges can you create? Tokenisation, digital settlement, and AI-driven risk analytics offer new tools.
  • Supply Chain Reinvention: Instead of assuming disruption is temporary, build redundancy, nearshoring, and alternative energy sources into your business model.
  • Strategic Refinancing: Lock in current rates before they rise further, but also explore alternative financing structures—green bonds, infrastructure bonds, or private credit.
  • Embracing Experimentation: As BlackRock notes, “outcomes depend less on broad exposure and more on selectivity, risk budgeting”. This means trying new approaches—and accepting that some will fail.

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Who Should Be Interested in Rethinking Risk?

Any UK business leader who wants to thrive rather than just survive should be interested in rethinking risk, because the old certainties are gone and the businesses that question everything will lead the next cycle.

  • CFOs and Treasurers: Your traditional hedging strategies may no longer work. Time to experiment.
  • CEOs and Business Owners: Your growth plans depend on capital costs that are rising for structural reasons, not cyclical ones.
  • Risk Managers: The biggest risk is assuming you understand the risks. Challenge your own assumptions.
  • Supply Chain Directors: Energy costs and geopolitical disruption are here to stay. Build resilience through redundancy, not efficiency.
  • Innovation Officers: The businesses that experiment—and accept some failures—will find new paths to growth.

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When Will This Impact My Business—and Where?

The impact is already being felt, but the full effects will materialise over the next 6 to 18 months as the gap between conventional policy and structural reality becomes impossible to ignore.

Timeline of Impact

  • Immediate (Now – October 2026): Volatility in financial markets; rising short-term borrowing costs; the UK government’s first budget on October 28 will set the fiscal trajectory.
  • Short-Term (October 2026 – March 2027): Markets are pricing rate hikes by major central banks. The question is whether these hikes will work—or make things worse.
  • Medium-Term (2027-2028): If central banks persist with demand-killing policies into a supply shock, stagflation becomes a real risk. Pimco is already warning that the “credit loss cycle is upon us”.

Where the Impact Will Be Felt

  • UK Domestic Economy: Most directly, through higher borrowing costs and reduced consumer spending power.
  • Global Supply Chains: Companies with international suppliers face higher financing costs and potential currency volatility.
  • Capital Markets: Access to debt and equity financing will become more expensive and selective.
  • Energy-Intensive Industries: Manufacturing, logistics, and retail will feel the pinch most acutely.

This article was incorporated into BusinessRiskTV Enterprise Risk Management Magazine as part of our commitment to helping UK business leaders think differently about risk. For more insights, analysis, and practical guidance, join the BusinessRiskTV Business Risk Management Club today.

Final thoughts and takeaways

“Central banks are about to raise rates into a supply shock. That’s like setting fire to your house to warm it up.”

The one thing every business leader needs to hear today—and it’s not what you think.

In September 2026, UK 10-year gilt yields hit 5.29% —the highest since 2007. 30-year yields? 5.92% , a level not seen since 1998.

The immediate cause? War in the Middle East driving Brent crude past $95 a barrel. The response? Central banks preparing to raise rates (in some cases raising rates even further during energy supply crisis!).

Here’s the problem no one wants to admit:

This isn’t a demand-driven inflation problem. It’s a supply shock. And raising rates doesn’t produce more oil, fix broken supply chains, or end wars. It just makes borrowing more expensive for businesses already drowning in higher energy bills.

Yet the Bank of England’s Chief Economist, Huw Pill, still argues for a hike to 4%. He admits UK vulnerability “stems from the deterioration of the supply side… over the past 20 years”—then proposes a demand-side solution!

85% of UK business leaders we surveyed say they’re stress-testing against higher rates. Only 9% are stress-testing against stagflation—the real risk when you hike rates into a supply shock.

Three unconventional moves for UK business leaders today:

  1. Abandon the old playbook. What worked in the 2010s won’t work in the 2020s. Deglobalisation, protectionism, and structural inflation are here to stay.
  2. Stress-test against stagflation, not just higher rates. Model what happens if inflation stays at 4-5% while growth slows to 1% or even contracts.
  3. Embrace experimentation with like-minded independent thinkers — and accept that some mistakes are necessary. The businesses that try new things and learn from failures will outperform those that stick rigidly to broken models.

If your business may struggle to survive or prosper in increasingly difficult business environment maybe you need some help to better inform your business decision-making?

The biggest risk isn’t what we don’t know. It’s what we think we know for sure.

Join BusinessRiskTV Business Risk Management Club for real-time risk intelligence that challenges conventional narratives. Because in a world where the old rules are failing, you need more than information—you need a community of lateral thinkers. Pick your group to think with instead of traditional GroupThink.

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#BondMarketMistake #SupplyShockTruth #BusinessRiskTV #RiskManagement #EnterpriseRiskManagement

What You Need To Know About Coming soon:

  • Private Credit and Private Equity Crisis
  • Food Security – Or Rather Food Insecurity Crisis
  • Commercial Property Crisis and Single Family Home Property Price Crash Crisis
  • Ukraine War Russia and Europe
  • Regional War in Middle East and Global Economic Crisis
  • Water Shortages Data Centres and Rising Costs of Water Supply
  • Gold Silver Raw Earth Minerals Crisis and Opportunities
  • Cryptocurrency Tokenisation of All Assets Opportunities and Fiat Currency Obsolescence

#BondMarketMistake #SupplyShockTruth #BusinessRiskTV #RiskManagement #EntrrpriseRiskManagement

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UK Bond Market Crisis September 2026: Why Raising Rates Into a Supply Shock Is a Mistake