Tag: uk business risk 2027

Business Resilience 2027: 9 Ways to Prepare UK Firms Now

UK businesses face mounting financial and operational disruption heading into 2027, yet many boards still treat resilience as a cost rather than a survival strategy. This post reveals why preparation now is not money wasted, nine practical ways to prepare, the key mistakes leaders make, and where to find cost-effective UK resources. BusinessRiskTV Business Risk Management Club recommends acting before disruption — not after.

Business resilience in 2027: why preparation is not money wasted, 9 ways to prepare now, key mistakes UK leaders make, and where to find free UK support.

Business Resilience in 2027: The £11.7 Billion Warning UK Leaders Cannot Ignore

BusinessRiskTV Business Risk Management Club recommends building business resilience in preparation for known and unknown risk events in 2027 and beyond. The evidence is damning: UK large businesses absorbed an estimated £11.7 billion in cyber-attack costs in a single year, with £3.7 billion of that spent defending shareholder litigation rather than preventing the breach in the first place . That is not a technology problem. That is a boardroom failure of foresight, prioritisation, and courage. As Winston Churchill allegedly put it: “Let our advance worrying become advance thinking and planning.” Too many UK leaders are doing neither.‌

Why is preparation now to build business resilience not money wasted?

Preparation now is not money wasted because resilience spending is an ROI-positive insurance premium against catastrophic loss, not an overhead to be trimmed. Grant Thornton’s Enterprise Resilience Survey found that 69% of highly profitable companies build redundancy and flexibility into cost programmes, compared with only 26% of less profitable respondents . The gap between winners and losers is not luck. It is whether leaders treat slack, backup systems, and supplier diversity as strategic assets or as waste. Gallagher and CEBR data proves the point brutally: large UK firms spent just £226 million on external incident response support, yet £5.4 billion on direct trading losses from disruption . The ratio is roughly 24:1. Every pound not spent on preparation is a pound multiplied in consequence. As Benjamin Franklin wrote, “An ounce of prevention is worth a pound of cure” — a cliché only because so few actually act on it.‌

What are the 9 ways to prepare now for an uncertain 2027?

Nine ways to prepare now include stress-testing financial exposure, diversifying supplier concentration, and embedding resilience accountability at board level. PwC’s Risk Agenda 2027 warns that UK CEOs spend only 11% of their time on issues beyond a five-year horizon, while 55% is consumed by sub-one-year concerns . That is strategic inertia dressed up as busyness. Here is what decisive leaders should do:‌

  1. Map single points of failure across suppliers, systems, and key customers. Nearly half (47%) of UK businesses generate more than half their sales from their top three customers — a revenue concentration risk that turns one lost account into an existential event.‌
  2. Stress-test cashflow against a “no-main-system” scenario. 57% of UK businesses admit they could not continue sales order processing or purchasing if their main system failed.
  3. Lock in financing before you need it. Lloyds data shows 75% of businesses claim they have the right financial tools, yet only 46% use cashflow forecasting and 30% have working capital facilities in place . Confidence without capability is delusion.‌
  4. Build redundancy into cost-cutting programmes. 52% of UK firms have only partly commenced strategies to avoid financial losses from supply chain disruption; 14% have no strategy at all.
  5. Run scenario exercises that assume the worst. PwC’s Minimum Viable Company framework urges boards to define what operations are truly non-negotiable before disruption hits, not during it.
  6. Diversify supplier geography and logistics routes. Geopolitical instability in 2027 — from trade barriers to energy shocks — rewards those who are not dependent on a single corridor or vendor.
  7. Insure for the second-order costs, not just the first. 88% of large UK firms have cyber insurance, but only 59% are covered for third-party legal claims — the exact cost that reached £3.7 billion last year.
  8. Cross-train staff and document institutional knowledge. PwC recounts a bank whose international payments system went offline for three days because the one employee with the back-end password was hiking without internet . That is not bad luck. That is bad management.‌
  9. Make resilience a standing board agenda item with named ownership. Business in the Community’s research found many firms are “unaware” of Local Resilience Forum support or simply lack the capacity to engage — a failure of curiosity and prioritisation.

What are the key mistakes business leaders often make when trying to build business resilience?

The key mistake business leaders make is treating efficiency as the opposite of resilience, cutting slack until the organisation snaps at the first shock. Grant Thornton’s Joe Mulligan put it plainly: “Lean is good up to a point. But cut too far and you weaken the muscle organisations need to perform” . The second mistake is assuming resilience is an IT project. It is not. It is a capital allocation decision, a supplier relationship decision, and a board governance decision. The third mistake is waiting for certainty. PwC notes that UK corporate debt is around its lowest level this century, yet business investment remains below its pre-2016 trend — healthy balance sheets are being hoarded, not deployed into resilience . As the old saying goes, “You can’t control the wind, but you can adjust the sails.” Too many UK boards are arguing about the forecast instead of trimming the canvas.‌

Who are the often-guilty key decision makers at fault?

The often-guilty key decision makers at fault are CEOs, CFOs, and boards who prioritise quarterly earnings over multi-year survivability. The UK government has written directly to FTSE 350 Board Chairs demanding cyber resilience be a top priority — a signal that ministers believe voluntary boardroom attention has failed . The Business Continuity Institute found that while 67.8% of organisations claim a board member is ultimately accountable for resilience, the CEO specifically holds that accountability in only 26.5% of cases, down from 39.5% the previous year . Accountability is being diffused, delegated, and diluted. Meanwhile, PwC’s data shows UK CEOs spending more than half their time on sub-one-year issues . The guilty party is not the risk manager who flagged the vulnerability. It is the executive who nodded, thanked them, and moved to the next slide. As John F. Kennedy observed, “The time to repair the roof is when the sun is shining.” UK boardrooms have had years of sunshine. The clouds are gathering.‌

When are key business decision makers involved in building business resilience?

Key business decision makers are involved in building business resilience far too late — typically after a disruption has already crystallised losses, not before. The SCALA research is unambiguous: over half of UK businesses have only partially begun strategies to protect against financial loss from supply chain disruption, and 14% have done nothing . This is involvement as firefighting, not foresight. The correct timing is continuous and embedded: resilience should sit on every board agenda, every capital allocation decision, and every supplier review. Lloyds data shows 59% of firms are adjusting strategy in response to uncertainty — but adjustment after the fact is not preparation; it is damage limitation . The Business in the Community report captures the fatalism: “Until we are in a situation, we don’t think about it and therefore react — rather than adopt a proactive approach” . That quote should be printed on the wall of every UK boardroom as a warning.‌

Where in the UK can you find resources to help you prepare most cost-effectively?

The most cost-effective UK resources are free, publicly funded, and embarrassingly underused: Local Resilience Forums (LRFs), Business Continuity Institute guidance, and government-backed cyber resilience tools. Leicestershire County Council’s LRF offers free webinars, business continuity plan templates, and industry-led tools through its Risk Ready Businesses page . This is not diluted advice — it is practitioner-built, locally tailored, and costs nothing but the time to engage. Business in the Community’s research found that many businesses simply do not know their LRF exists, or lack the capacity to reach out . That is an unforgivable excuse when the alternative is a £3.7 billion litigation bill . The National Cyber Security Centre provides free board-level cyber guidance, and the UK Government Resilience Framework explicitly calls for “active partnership” between business and government . The resources exist. The will does not. As Sun Tzu wrote, “In the midst of chaos, there is also opportunity” — and the opportunity here is to prepare cheaply now rather than expensively later.‌

The Bottom Line for 2027

UK business leaders have been warned. The data is public, the costs are quantified, and the tools are free. What is missing is the uncomfortable honesty that resilience is not a cost centre but a survival function. The £11.7 billion in cyber losses, the 57% of firms that cannot process orders if their main system fails, the 14% with no supply chain strategy at all — these are not statistics. They are indictments . BusinessRiskTV Business Risk Management Club exists for leaders who refuse to be part of that indictment. Prepare now. The alternative is paying later, with interest.‌

#BusinessResilience2027 #UKBusinessRisk

Sources

Grant Thornton – Enterprise Resilience Survey (69% vs 26% redundancy statistic)
• Source: Grant Thornton official article “Lean, not fragile: Promote efficiency and safeguards” ‌
• Link: https://grantthornton.com/insights/articles/advisory/2025/promote-efficiency-and-safeguards
• Also cited in ABF Journal : https://www.abfjournal.com/grant-thornton-survey-enterprise-resilience-drives-efficiency-and-profitability-across-organizations/‌
SCALA Research – “The Resilience Gap” (47% customer concentration, 57% main system failure)
• Source: Consultancy.uk report ‌
• Link: https://www.consultancy.uk/news/43853/building-supply-chain-resilience-is-top-of-mind-but-execution-lags-behind
• Also reported by Motor Transport and Air Cargo Week ‌‌
PwC – Risk Agenda 2027 / CEO Survey (UK CEOs time allocation: 55% near-term, 11% beyond five years)
• Source: PwC UK official PDF ‌
• Link: https://www.pwc.co.uk/risk/assets/pdf/risk-agenda-banking-and-capital-markets-2027.pdf
• Also cited in The Executive Magazine ‌
Business Continuity Institute – Continuity and Resilience Report (CEO accountability at 26.5%, down from 39.5%)
• Source: BCI official PDF ‌
• Link: https://www.thebci.org/static/d0b2dfc1-b8f9-4087-b72f988b05d5d975/BCI-Continuity-and-Resilience-Report-2023.pdf
Business in the Community – Resilient Business Networks Report (LRF awareness gap, “reactive not proactive” quote)
• Source: BITC official PDF ‌‌
• Link: https://www.bitc.org.uk/wp-content/uploads/2025/05/bitc-report-resilient-business-networks-project-may25.pdf
Lloyds Bank – Business Barometer (59% adjusting strategy; financial tools data)
• Source: Lloyds Banking Group official press release ‌
• Link: https://www.lloydsbankinggroup.com/media/press-releases/2026/lloyds/businesses-show-resilience.html
UK Government – Cyber Resilience Pledge / Ministerial letter to FTSE 350
• Source: GOV.UK pledge pack PDF ‌
• Link: https://assets.publishing.service.gov.uk/media/69e79ddc9ca985145673b7d9/Government_Cyber_Resilience_Pledge_Pack.pdf
• UK Parliament written answer confirming ministerial letter to FTSE 350 : https://questions-statements.parliament.uk/written-questions/detail/2025-10-23/HL11273/‌

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Your board just approved a £2m cost-cutting programme. Congratulations — you may have just funded your own disruption.

Here’s the uncomfortable number: 69% of highly profitable UK companies build redundancy into their cost programmes. Only 26% of less profitable ones do. That gap isn’t luck. It’s a decision.

And the cost of getting it wrong is brutal.

UK large businesses absorbed an estimated £11.7 billion in cyber-attack costs in a single year. £3.7 billion of that went on defending shareholder litigation — not on stopping the breach.

Read that again. They paid lawyers after the damage. They didn’t pay for prevention before it.

Meanwhile:

→ 57% of UK businesses admit they couldn’t process sales orders or purchasing if their main system failed.
→ 14% have no supply chain disruption strategy at all.
→ CEOs spend just 11% of their time on anything beyond a five-year horizon.

That last one should sting. The future is arriving in 2027 whether your board agenda is ready or not.

So here’s the question that separates survivors from statistics:

If your main system went down tomorrow morning, how many days of trading would you lose?

If you can’t answer that in under 10 seconds — you’ve just found your first resilience gap. And you’re not alone.

The uncomfortable truth is that most UK leaders aren’t short of information. They’re short of the courage to spend money on something that hasn’t gone wrong yet.

Winston Churchill reportedly said: “Let our advance worrying become advance thinking and planning.”

Too many UK boardrooms are doing neither. They’re waiting for certainty that will never arrive.

The good news? The most cost-effective resilience resources in the UK are free — Local Resilience Forums, Business Continuity Institute guidance, and NCSC board-level cyber tools. The reason they go unused isn’t cost. It’s curiosity.

Free tools. Public data. Quantified risk. And still, 14% of firms have no supply chain strategy.

You don’t get to call that bad luck. That’s bad management.

Want the full strategy, the 9-step checklist, and details on the Business Risk Management Club?

📧 Email editor@businessrisktv.com for more information on the Business Risk Management Club.

Save this post. Send it to your CFO. Then ask your board one question: are we prepared for 2027, or just busy?

#BusinessResilience2027 #UKBusinessRisk

Business Resilience 2027: 9 Ways to Prepare UK Firms Now

UK Business Risk Club: Manage 2027 Risks Together

Too many changing risks, too little budget? Join BusinessRiskTV’s UK Business Risk Club — peer risk support for UK decision makers facing 2027 uncertainty.

BusinessRiskTV recommends this club for UK key decision makers as the solution to the problem of too many rapidly changing risk problems with too little risk control budget. The UK Business Risk Club exists because the old way of managing risk—waiting for the annual review, buying another dashboard, hoping the storm passes—is failing under the weight of compounding crises. Alan Watts wrote that “the more we crave security, the greater our insecurity becomes.” 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 life feels. This club is built on that principle: uncertainty is not a problem to be solved—it is the condition of being alive or in business.

Why Is a UK-Focused Club Better Than the Global Alternatives?

A UK-focused club is better than global alternatives because the risks hitting UK decision makers in 2026 and 2027 are distinctly local in their policy triggers, regulatory texture, and supply-chain exposure. The online competition is crowded with American-dominated risk forums, generic LinkedIn groups, and expensive consultancy portals. They offer frameworks built for a different legal system, a different fiscal calendar, and a different political rhythm. They do not wake up to a UK Budget that threatens a wealth tax on property, or a Bank of England warning that firms are “squeezing margins” while energy bills surge . They do not track the insolvency rate in Northern Ireland climbing to 42.3 per 10,000 companies , or the 65 profit warnings issued by UK-listed firms in a single quarter, with more than half blaming government policy and geopolitical uncertainty . The UK Business Risk Club fills that gap. It is not another feed of global noise. It is a room of people who understand that “high-cost island” is not a metaphor but a line item on their P&L .‌

Who Benefits, When, and Where?

Key UK decision makers responsible for business risk benefit, starting immediately, wherever they are online, because the club delivers peer intelligence in the moments between crises rather than after them. The beneficiary is not the risk department alone. It is the finance director who sees the employer National Insurance raid eating the hiring budget. It is the operations lead watching shipping disruption concerns rise 18 percentage points since December 2025 . It is the managing director in housebuilding, a sector that has issued 14 profit warnings so far this year—more than the peak of the 2008 financial crisis . They benefit when they stop treating uncertainty as a personal failing and start treating it as a shared condition. They benefit where they already are: at the desk, on the train, in the fifteen minutes before a board call. The club does not ask them to travel to London or buy a six-figure retainer. It asks them to be around each other.‌

What Does The Fourth Turning Reveal About the Risks We Face Now?

The Fourth Turning reveals that the dangers of 2026 and 2027 are not anomalies but the predictable climax of a crisis cycle that Strauss and Howe mapped decades ago. Neil Howe’s framework describes a roughly 80-year cycle moving through four turnings, with the Fourth Turning being the period of civic upheaval and national mobilization—the season when institutions are openly discarded and the old assumptions simply cannot hold . The authors suggested the crisis catalyst would arrive around 2005, with the climax due around 2020 and resolution around 2026 . Howe’s later work extended the window, warning that the polarisation, civil conflict risk, and global war threats now visible will culminate by the early 2030s . Look at the evidence sitting beside that framework. In October 2026, up to 500,000 people protested across France, with the town hall in Limoges burned, 2,000 arrests, and over 600 police officers injured . Protests spread to the UK, Italy, Spain, Portugal, Belgium, and Poland. Eurozone energy prices rose 18.8% year-on-year, pushing inflation to 3.8% . In February 2026, US and Israeli strikes on Iran ignited a multi-front war that directly impacted at least a dozen countries . The UK’s own Business Insights survey found 38% of businesses with 10 or more employees concerned about international conflict impacting supply chains—a 28 percentage point rise from December 2025 . These are not separate stories. They are the texture of a Fourth Turning. “You do not need to know how the story ends to enjoy the chapter you are in.” But you do need to know which chapter you are in.‌

What Are the Real Benefits, Not Features, of Membership?

The real benefit of membership is a measurable improvement in your capacity to make decisions under uncertainty without waiting for perfect information. You stop being the person who reacts late. You become the person who has already heard the whisper before it becomes a headline. The benefit is not a “resource library” or a “monthly newsletter.” It is the quiet confidence of sitting in a room—even a virtual one—where someone else has already navigated the supplier collapse, the riot-related distribution delay, the sudden tax change, and can tell you what they wish they had done differently. The benefit is budget leverage: you get the collective intelligence of dozens of UK risk owners for a fraction of what one consultancy day costs. The benefit is personal performance: you sleep better because you are holding uncertainty more loosely, as Watts suggested, and you perform better because you are not frozen. The benefit is organisational performance: your business grows because you protect the downside while your competitors are still arguing about whether the downside is real.

What Should UK Decision Makers Be Worried About at the End of 2026 and Into 2027?

UK decision makers should be worried about nine specific risks at the end of 2026 and into 2027, each of which is already visible in official data and on-the-ground events.

  • Policy-driven cost shocks from the UK Budget. Profit warnings linked to policy change have become “a regular feature” of EY’s data, and the Chancellor’s fiscal headroom has shrunk from £23.6bn to £11.3bn, increasing the likelihood of tax raids on business.
  • Energy price contagion from the Iran conflict. The Bank of England has warned that firms are squeezing margins and cost-cutting because they cannot pass surging energy bills to customers, and the longer high prices persist, the more likely firms will be forced to raise prices and lose volume.
  • Supply chain fracture from international conflict. 38% of UK businesses with 10 or more employees are already concerned about conflict impacting supply chains, and 44% of importing businesses reported rising import costs.
  • Civil unrest spillover from European protests. The October 2026 riots in France, Italy, Belgium, and Portugal demonstrate how quickly cost-of-living anger escalates into property destruction and transport disruption, with direct implications for UK firms with European operations or distribution.
  • Insolvency contagion in the SME supply base. One in 200 UK companies entered insolvency in the year to September 2026, and individual insolvencies in March 2026 were 30% higher than the previous year, with Debt Relief Orders at a record high.
  • Housebuilding and construction fragility. The sector has issued 14 profit warnings this year, exceeding the 2008 financial crisis peak, and any new property or wealth tax would make the UK the worst place in the OECD to own property or assets.
  • Labour and employment cost escalation. The employer National Insurance raid and minimum wage rises have turned the UK into a “high-cost island,” with 57% of small businesses believing the government is not on their side.
  • Geopolitical escalation beyond the Middle East. CrisisWatch identified thirteen conflict deteriorations in February 2026 alone, including Pakistan-Afghanistan hostilities and Ethiopia-Eritrea tensions, any of which could disrupt UK trade routes and commodity prices.
  • The psychological trap of grasping for certainty. The greatest risk is the one Watts named: the tighter you grip the need to know exactly how everything turns out, the more anxious and paralysed you become. The Fourth Turning does not offer a forecast. It offers a condition. The businesses that survive are the ones that learn to move within the condition rather than wait for it to clear.‌
  • Risk management magazine
    Keep Calm and Manage Risk UK

    What Steps Should UK Decision Makers Take Today?

    UK decision makers should take five steps today to protect and grow their business through these risk events, starting with joining a peer group that keeps them ahead of the curve rather than behind it.

  • Join the BusinessRiskTV UK Business Risk Club and show up consistently. The step is not to lurk. The step is to bring one live risk problem to the room in your first week and let others help you stress-test it. You will leave with at least one action you had not considered.
  • Map your exposure to the three contagions: energy, policy, and supply chain. Take your top three suppliers and your top three cost lines. Ask what happens if each rises 20% in the next six months. Ask what happens if one disappears. Do this with the club, not alone.
  • Stress-test your cash conversion cycle against a 90-day disruption. If a riot blocked your distribution route, if a supplier entered administration, if a tax change hit your sector, how many weeks of cash do you have? The answer is your real risk budget.
  • Build a “beginner’s mind” protocol for your leadership team. Let yourself not have all the answers. Let yourself be in process. Run a monthly 30-minute session where the only rule is that no one is allowed to pretend certainty they do not feel. The team that can say “I don’t know” faster is the team that adapts faster.
  • Measure your performance by decision speed, not prediction accuracy. The Fourth Turning does not reward the best forecasters. It rewards the people who can act with incomplete information and correct course without shame. Track how long it takes your organisation to move from signal to decision. Cut that time in half. That is growth.

The conclusion is not that the world is ending. The conclusion is that the world is in a season where the old grip does not hold. “Let yourself be a beginner. Let yourself not have all the answers. Let yourself be in process.” The UK Online Club is not a shelter from uncertainty. It is a place to practise holding it more loosely, together, so you can perform when it matters.

#UKRiskClub #UKBusinessRiskClub #BusinessRiskTV #RiskManagementUK #EnterpriseRiskManagementUK

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Your risk register is a work of fiction. And your board knows it.

Here’s the number that should worry you: 65 profit warnings from UK-listed companies in a single quarter — and more than half blamed government policy and geopolitical uncertainty, not their own execution. That’s not a market problem. That’s a “we planned for the wrong decade” problem.

Meanwhile, one in 200 UK companies entered insolvency in the year to September 2026. Housebuilding has issued 14 profit warnings this year — more than the peak of the 2008 financial crisis. And 38% of UK businesses with 10+ employees are now worried about international conflict hitting their supply chains, up 28 percentage points since December 2025.

Individually, those are headlines. Together, they are a pattern — and Neil Howe’s The Fourth Turning says the pattern is not random. We are in the crisis season. The institutions are being stress-tested. The old grip does not hold.

Alan Watts nailed the trap: “The more we crave security, the greater our insecurity becomes.”

So here’s the uncomfortable question. If you can’t predict 2027 — and you can’t — what are you actually doing to prepare for it? Because your competitors aren’t waiting for certainty either.

Uncertainty is not a sign you’re doing something wrong. It’s a sign you’re paying attention.

That’s why BusinessRiskTV recommends the UK Business Risk Club: the solution to too many rapidly changing risk problems with too little risk control budget. Not a dashboard. Not a six-figure retainer. A room of UK decision makers who’ve already navigated the supplier collapse, the riot-delayed distribution, the Budget tax raid — and will tell you what they wish they’d done first.

Who benefits: finance directors, ops leads, MDs, risk owners.
When: before your next board call.
Where: online, wherever you already are.

You don’t need to know how the story ends to enjoy the chapter you’re in. But you do need to know which chapter you’re in.

Email editor@businessrisktv.com with the subject line “UK BUSINESS RISK CLUB” and we’ll send you the joining details.

Drop a 🔥 in the comments if your risk register needs a rewrite this quarter.

Reading materials for your first month in the club

Use “The Fourth Turning” to understand the 2027 crisis, emphasising peer support is critical for members to invest in, and coping with uncertainty—here are the UK Amazon products best suited for recommendation in 2027. Note that several products are marked as “Kindle Edition,” which facilitates immediate purchase and learning by UK readers.

Core Recommendation: Books Directly Related to the ThemeS

  1. The Fourth Turning (Kindle Edition)
    • Why it fits: This is the theoretical cornerstone of this article. Strauss and Howe’s book explains the cyclical nature of history and is the source of the argument about currently “being in the crisis season”. It helps readers understand from the root why 2027 is full of uncertainty, rather than just reacting to headlines.‌‌
    • UK Availability: Available on Amazon UK, Kindle edition priced at approximately £7.49, with immediate reading upon purchase.
  2. Crisis Engineering: Time-Tested Tools for Turning Chaos into Clarity (Kindle Edition)
    • Why it fits: Highly aligned with “practical action” call. The authors come from the Layer Aleph crisis engineering firm, with experience in high-pressure scenarios such as HealthCare.gov rescue and pandemic logistics. It teaches you what to do when “the system has collapsed and your team is waiting for you to give orders,” which directly addresses the situation where UK decision-makers “have too many risks and too little budget.”‌
    • UK Availability: Published April 2026, Kindle edition available on Amazon UK.‌
  3. Blindspots: How to See Risk Before It Strikes, Protect Your Venture and Unlock Growth (Kindle Edition)
    • Why it fits: Specifically addresses “hidden risks” that UK SME and founder-level readers care about. The author is a former White & Case finance lawyer who understands contractual and governance risks that are hard to see with the naked eye. The book mentions that 55.6% of venture capital-backed CEOs are replaced by year four due to unforeseen contractual mechanisms—this data point itself can serve as a discussion hook in your post.‌
    • UK Availability: Published February 2026, Kindle edition available on Amazon UK. Author lives in London.‌
  4. Business Continuity Management: A Practical Guide to Organization Resilience and ISO 22301 (Paperback)
    • Why it fits: For members from larger organisations (with compliance/continuity responsibilities), this is the most “UK-grounded” choice. Author James Crask is a Commissioner at the UK National Preparedness Commission, formerly responsible for risk at the BBC and UK Nuclear Decommissioning Authority, and is now at Marsh leading global supply chain practice. The book directly addresses geopolitical risk, supply chain disruption, and how to make decisions in “endless data”.‌
    • UK Availability: Published May 2024, paperback available on Amazon UK. Author is based in London.
  5. Becoming Good at Crises: A Field Guide for Leaders (Kindle Edition)
    • Why it fits: Echoes Alan Watts’s “the tighter you grip, the greater your insecurity.” This book is not about prediction, but about “how to become good at crises.” With only 166 pages, it’s lightweight, and the author has real experience in UK public sector and social leadership scenarios. UK readers have commented that it “feels very much ‘of the moment’ for these crazy times”.‌
    • UK Availability: Published March 2025, Kindle edition available on Amazon UK.
  6. Understanding the Future: An Introduction to Scenario Planning (Paperback)
    • Why it fits: If you are strategist or planner, this book provides specific tools for “operating within uncertainty”—scenario planning’s Intuitive Logics model. It doesn’t teach you to predict the future; it teaches you to make better decisions across multiple possible futures.‌
    • UK Availability: Published January 2025, available on Amazon UK. Author is from Strathclyde Business School, with a UK perspective.‌

UK Business Risk Club: Manage 2027 Risks Together