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Business Resilience 2027: 9 Risk Controls to Act On Now

Global insolvencies are forecast to rise again in 2027—the fifth consecutive annual increase. BusinessRiskTV outlines the key risks facing businesses and 9 risk controls leaders should implement now to mitigate impact or seize new opportunities.

Business insolvencies rise again in 2027. Discover the 9 risk controls business leaders must act on now—and why waiting to react is a costly gamble.

Why Is Waiting Until 2027 to Prepare for Business Disruption a Strategic Gamble You Cannot Afford?

BusinessRiskTV Business Risk Management Club recommends key business decision makers consider proactive business risk management action now in preparation for 2027. The evidence is unambiguous: global business insolvencies are forecast to rise again in 2027, marking five consecutive years of increases, while the average business interruption claim now exceeds €850,000—roughly 70% higher than the average property damage claim that triggered it . Warren Buffett cut to the core of the issue: “Risk comes from not knowing what you’re doing” . If you do not know what is coming in 2027, you are already behind.‌

What Key Risks Are Facing Businesses in 2027?

Key risks facing businesses in 2027 include persistently high interest rates, geoeconomic confrontation, AI-driven competitive disruption, cyber dependency, and escalating insolvency contagion. The World Economic Forum’s Global Risks Report 2026 identifies geoeconomic confrontation as the top risk most likely to trigger a material global crisis, with economic downturn and inflation rising sharply in severity rankings . Allianz Trade forecasts global insolvencies will grow a further +1% in 2027, following +5% in 2026 and +6% in 2025, with 2.7 million jobs directly at risk across 2026 and 2027 . Meanwhile, PwC warns that the UK’s apparent resilience “should not be mistaken for a return to strong underlying growth,” and management teams should plan for a low-growth environment where financing conditions and input costs remain volatile.

  • Higher-for-longer interest rates: 60% of countries will maintain higher policy rates in 2027 than in the prior 12 to 24 months, inflating funding costs and squeezing margins
  • Geoeconomic confrontation: Trade fragmentation, export restrictions, and capital controls threaten supply chains and market access
  • AI competitive wedge: Early adopters pull ahead of laggards, accelerating insolvencies in smaller, less diversified markets
  • Cyber and technology dependency: Over 48,000 cloud and software outages were tracked in 2025 alone; cyber-related business interruption is becoming a more significant source of loss
  • Fiscal and debt instability: US fiscal stress was ranked as a leading global risk heading into 2027 at recent IMF meetings

Why Is Proactive Business Risk Management Preparation Important Now Instead of Waiting to React in 2027?

Proactive business risk management preparation is important now because the cost of reacting after a disruption materialises is demonstrably higher than the cost of preparing before it occurs. Splunk’s research across the Global 2000 found that the aggregate cost of downtime has soared to $600 billion annually—a 50% increase in just two years—translating to over $900,000 per hour for the average large organisation . Allianz Commercial’s analysis of 7,888 business interruption claims worth approximately €6.74 billion reveals that the average claim value increased by over 30% annually during the past two years, and recovery is taking longer due to supply chain delays, labour shortages, and volatile material costs . The Business Continuity Institute reports that 95% of organisations are now moving toward “incident-agnostic” planning—preparing for effects rather than specific causes—because the causes are becoming too numerous and interconnected to predict individually .‌

  • The cost asymmetry is brutal: A single outage event triggers an average 3.4% stock price drop, before accounting for brand damage and lost market position
  • Insolvency contagion is real: With 2.7 million jobs at risk across 2026–2027, your suppliers, customers, and partners are exposed—waiting to see who fails is not a strategy
  • Board-level engagement is already shifting: 45.4% of organisations now have a dedicated resilience lead reporting directly to the board, and 65.5% report increased financial support for continuity and resilience
  • The planning horizon has collapsed: UK CEOs report spending around 55% of their time on issues with horizons of less than one year, leaving dangerously little bandwidth for the structural risks crystallising in 2027 ‌Daymond John’s warning is apt: “Don’t wait for the perfect moment—take the moment and make it perfect” . The perfect moment to prepare for 2027 is the present, when options remain open and costs remain controllable.‌

Who Will Benefit from Proactive Business Risk Management Now Instead of 2027?s

Business leaders who act now on proactive business risk management will benefit disproportionately compared to those who wait, because early movers capture both defensive protection and offensive market opportunities. The Business Continuity Institute’s 2025 report confirms that organisations are consolidating toward flexible, effects-based preparedness, with board engagement and resourcing strengthening amid global volatility . Companies that map their critical dependencies in advance and have practical recovery plans that can be activated immediately are demonstrably more resilient than those that improvise after the event . More provocatively, Allianz Trade’s research suggests that AI adoption can accelerate business insolvencies in smaller and less diversified markets due to the competitive wedge it creates between early adopters and laggards . The beneficiaries of proactive risk management are not just the cautious—they are the opportunists who position themselves to capture market share when weaker competitors falter.‌‌‌

  • Early adopters of AI and automation: They widen the productivity gap while laggards are still debating pilots
  • Boards with dedicated resilience leadership: Direct board reporting lines shorten decision speed and improve visibility
  • Companies with mapped supply chain dependencies: They can pivot before a single fire, cyber incident, or extreme weather event cascades through their network
  • Firms with reviewed insurance declared values: Underinsurance remains a key risk as inflation and longer recovery periods erode adequacy
  • Organisations that exercise and test recovery plans: Not those that file them and forget them

Which Businesses or Industries Are Most at Risk from Potential Risk Events in 2027?

Construction, retail, and services are the most exposed sectors to potential risk events in 2027, according to Allianz Trade’s insolvency analysis, while energy-intensive European industries and technology-dependent businesses face compounding pressures. Europe accounts for almost 60% of jobs at risk (1.6 million), with France, Germany, and the UK leading the way; North America follows with 24% of total impacted jobs, representing a 13-year high for both regions . MSCI’s scenario analysis warns that in a disorderly AI transition, software and IT services fall furthest in the US and Canada, while energy-intensive cyclicals—airlines, autos, and capital goods—suffer under a supply-side energy squeeze . The message is uncomfortable: the industries that drove growth are the ones most exposed to the correction.‌

  • Construction and retail: Highest insolvency exposure, with thin margins and high sensitivity to interest rates and consumer demand
  • Energy-intensive European industries: Renewables, telecom, and power face margin compression from higher-for-longer energy costs
  • Software and IT services: Hardest hit in a disorderly AI transition scenario, with US software falling 26% and IT services 23% in MSCI’s modelled shock
  • Motor insurance and travel portals: AI-native competitors are already repricing risk and disintermediating traditional business models
  • Any business with concentrated production or supplier dependencies: A single fire at a semiconductor factory or a cyber incident at a logistics platform can cascade across thousands of organisations ‌

What 9 Risk Controls Should Business Leaders Be Considering Now To Mitigate 2027 Impact or Seize Opportunities?

Nine risk controls business leaders should be considering now are scenario-based financial stress testing, supply chain dependency mapping, AI competitive positioning, cyber resilience investment, insurance adequacy review, dedicated board-level resilience leadership, incident-agnostic continuity planning, geopolitical exposure monitoring, and talent retention contingency planning. These controls address both the defensive imperative—surviving the disruption—and the offensive opportunity—capturing market share from unprepared competitors.

  1. Run scenario-based financial stress tests against higher-for-longer rates: Model your debt service capacity if rates remain elevated through 2027, not just if they fall
  2. Map tier-one and tier-two supplier dependencies by concentration risk: Identify where a single point of failure—geographic, single-supplier, or technology-platform—could halt your operations
  3. Assess your AI competitive position honestly: Are you an early adopter widening the wedge, or a laggard about to be priced out? The competitive gap is accelerating in smaller markets
  4. Invest in cyber resilience beyond baseline compliance: Cyber resilience is already the most well-resourced area, but over 48,000 cloud and software outages in 2025 show that third-party technology failure is a business interruption event
  5. Review insurance declared values and business interruption cover now: Underinsurance is a silent killer; inflation and longer recovery periods mean yesterday’s values are inadequate today
  6. Appoint a dedicated resilience lead with direct board reporting: 45.4% of organisations have already done this, and reporting lines are shortening to improve decision speed
  7. Move from scenario-specific to incident-agnostic continuity planning: Prepare for effects—loss of a site, loss of a supplier, loss of data access—rather than named causes
  8. Monitor geopolitical and trade policy exposure by jurisdiction: Geoeconomic confrontation is the top short-term risk; know which of your revenue streams, suppliers, or data flows cross contested boundaries
  9. Build talent retention and succession contingencies for critical roles: With 2.7 million jobs at risk, key person dependency is both an operational and a financial exposure ‌

Why Is the “Wait and See” Approach a False Economy?

The “wait and see” approach is a false economy because the data consistently shows that reactive risk management costs more, recovers slower, and destroys more value than preparation. Allianz Commercial’s claims analysis demonstrates that business interruption losses are not determined by the initial event alone but by the speed at which an organisation can recover—and the most resilient companies are those that understand their critical dependencies in advance and have practical recovery plans that can be activated immediately . The Business Continuity Institute’s findings reinforce this: recognition of resilience as a standalone function has reached 45.5%, and 95% of organisations are moving toward incident-agnostic planning, because the causes of disruption are too varied and interconnected to predict individually . Yet nearly 55% of organisations cite resource constraints and 54.7% cite siloed systems or data as obstacles to full resilience integration . The gap between knowing what to do and doing it is where businesses fail.‌

  • The insolvency cycle has not peaked: Five consecutive years of increases, with the peak delayed to 2028, means the pressure does not lift after 2027
  • Recovery times are lengthening: Two years after Hurricane Helene, many business interruption claims remained unresolved not due to coverage disputes but because companies had not fully recovered
  • The AI disruption is not hypothetical: Lemonade’s autonomous vehicle policy wiped £1.3 billion off Admiral’s market value in five days in January 2026
  • Board attention is a scarce resource: Only 11% of UK CEOs’ time is spent on horizons beyond one year—the structural risks of 2027 will not get attention unless it is forced onto the agenda ‌David Steward’s observation is the closing argument: “Your past does not define your future—your discipline does” . The discipline to prepare for 2027, while competitors react to 2026, is what will separate the businesses that emerge stronger from those that become a statistic in the next insolvency report.‌

#BusinessResilience2027 #RiskControlsNow

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Proactive Business Resilience for 2027 Subscribe BusinessRiskTV

Waiting until 2027 to prepare is not risk management. It’s a bet your business can’t afford to lose.

Here’s the number that should keep you awake tonight: 2.7 million jobs are directly at risk across 2026 and 2027 from business insolvencies. That’s not a forecast from a doom-monger—that’s Allianz Trade’s insolvency analysis.

And 2027 marks the fifth consecutive year of rising global business insolvencies. Five. Years. In. A. Row.

Most business owners are still planning for a recovery that isn’t coming on the timeline they expect.

The brutal arithmetic:

→ Average business interruption claim: over €850,000
→ Average property damage claim that triggers it: around €500,000
→ The gap between the two? That’s the cost of being unprepared.

→ Cost of downtime for the Global 2000: 900,000 per hour for the average large organisation.

Still think “we’ll deal with it when it happens” is a strategy?

Here’s what the uncomfortable data actually shows:

The World Economic Forum ranks geoeconomic confrontation as the top risk most likely to trigger a material global crisis. PwC warns the UK’s apparent resilience “should not be mistaken for a return to strong underlying growth.” And MSCI’s scenario modelling shows software and IT services falling 26% and 23% respectively in a disorderly AI transition.

The industries that drove growth are the ones most exposed to the correction.

But here’s the part nobody talks about:

While 55% of organisations cite resource constraints as their barrier to resilience, 45.4% have already appointed a dedicated resilience lead reporting directly to the board. 95% are moving toward incident-agnostic planning.

The gap between knowing what to do and doing it is exactly where businesses fail.

Nine controls you should be actioning this quarter:

  1. Stress-test debt service capacity against higher-for-longer rates
  2. Map tier-one AND tier-two supplier concentration risk
  3. Assess your AI competitive position honestly—adopter or laggard?
  4. Invest in cyber resilience beyond baseline compliance
  5. Review insurance declared values NOW (underinsurance is a silent killer)
  6. Appoint a resilience lead with direct board reporting
  7. Move from scenario-specific to incident-agnostic continuity planning
  8. Monitor geopolitical exposure by jurisdiction
  9. Build talent retention contingencies for critical roles

You’ve read nine controls. Most readers will nod and do nothing. The ones who act will capture market share from the ones who don’t. Which group are you in?

David Steward put it plainly: “Your past does not define your future—your discipline does.”

The discipline to prepare for 2027—while your competitors are still reacting to 2026—is what separates the businesses that emerge stronger from the ones that become a statistic in the next insolvency report.

Your move.

📧 For more information on the BusinessRiskTV Business Risk Management Club, contact editor@businessrisktv.com

👉 Save this post. Share it with your board. Then book the conversation.

#BusinessResilience2027 #RiskControlsNow #BusinessRiskTV #RiskManagement #EnterpriseRiskManagement

Business Resilience 2027: 9 Risk Controls to Act On Now

Here is the sources list for article with full, clickable online links:

Insolvency & Economic Data

Scenario & Industry Analysis

Business Resilience 2027: 9 Risk Controls to Act On 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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Find out more about growing your business with BusinessRiskTV 

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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