The phantom framework: why risk management rarely meets strategy
- Walter Petschnig
- 7. Aug.
- 1 Min. Lesezeit
By Walter Petschnig (06.08.2025)
Honored to Contribute to a Leading International Risk Publication
I’m truly grateful for the opportunity to contribute an article on Strategic Risk Management to one of the most renowned platforms in the global risk community: Strategic Risk Global
I address a persistent challenge in corporate governance: the illusion of integrating risk into strategy. Despite widespread claims, risk management is too often consulted after strategic decisions—rather than shaping them from the outset.
📌 Key Points from the Article:
Superficial integration: 64% of firms claim integration, but only 38% apply a documented risk strategy consistently.
Cultural and structural gaps: Siloed teams, short-termism, and underdeveloped risk cultures obstruct real impact.
The CRO is not invited—must earn the seat: True influence requires communication skills, business acumen, and courage.
Strategic reframing is essential: Risk must be seen not only as protection—but as a lever for opportunity, foresight, and competitive advantage.
Actionable imperatives: Embed risk in strategic design, invest in capability, normalise scenario thinking, and elevate communication.
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