You might be forgiven for thinking that a green business continuity dashboard is a strong indicator that your organisation is well prepared for a disruption. But often this is not the case.<\/p>\n
Your organisation does not have the budget and resources to protect against every scenario. Therefore, the most effective dashboards don\u2019t aim to appear healthy; they highlight gaps, dependencies, and potential consequences. This vital data helps executives decide whether to accept the risk or invest in further measures to safeguard the organisation.<\/p>\n
Many traditional business continuity dashboards focus on activities, such as completed plan reviews and tests, or on whether recovery time objectives (RTOs) and recovery point objectives (RPOs) fall within defined tolerances. While these metrics are essential for compliance and provide a level of assurance, they measure task completion rather than operational readiness. Green dashboards don\u2019t help your executives uncover potential weaknesses in your operating model to build effective resilience plans.<\/p>\n
Are You Measuring Task Completion or Resilience?<\/h3>\n
Many organisations build business continuity KPIs and dashboards around metrics that prioritise task completion. Typical examples include:<\/p>\n
- \n
- Completed and approved plans<\/li>\n
- On-time plan revisions<\/li>\n
- Department participation in tests<\/li>\n
- Closed actions from incidents or exercises<\/li>\n
- Compliance with BCM and resilience requirements<\/li>\n
- RTO and RPO achievement during tests<\/li>\n<\/ul>\n
These metrics demonstrate activity and support compliance, but they do not measure true resilience. They simply demonstrate that planning tasks have been completed, not that the organisation is ready for disruption. Alongside task completion metrics, your dashboards need to articulate what will happen when disruption occurs, where gaps exist, and what actions are required.<\/p>\n
4 Reasons Green Dashboards Aren\u2019t Helping Your Executives<\/h4>\n
1. Encourages the Wrong Behaviour<\/strong><\/p>\n
When green indicators become the primary measure of success at the executive level, they drive behaviours that undermine operational readiness.<\/p>\n
Plans may be approved yet prove ineffective during disruption. Reviews can be completed on time without improving usability, and participation in tests does not guarantee strong performance in a crisis. Even apparent RTO and RPO success may fail to translate into real-world outcomes.<\/p>\n
When your organisation treats green dashboards as success, teams adjust their approach to keep them green.<\/p>\n
- \n
- Risk tolerances are widened.<\/li>\n
- Plans are approved without being tested under pressure.<\/li>\n
- Recovery targets are set based on what is achievable rather than what is required to sustain operations.<\/li>\n
- Data is entered to complete reporting, rather than to highlight uncertainty or weakness.<\/li>\n<\/ul>\n
This shift is rarely intentional. It reflects what happens when performance is measured as pass or fail. Focus moves away from understanding risk and towards maintaining the appearance of control, making gaps, dependencies, and vulnerabilities harder to detect.<\/p>\n
As a result, when disruption occurs, recovery often falls short of what dashboards predict. Systems take longer to restore, processes fail in unexpected ways, and workarounds break down. Without clear visibility of risk, leadership is forced to make critical decisions during a crisis without a full understanding of potential impact or exposure.<\/p>\n
2. Provide<\/span>s<\/span>\u00a0a False Sense of Security<\/span><\/span><\/strong><\/p>\n
![\"\"](\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Provides-a-False-_-Sense-of-Security-.webp\")
Even green, status-driven dashboards that track task completion for compliance purposes can still mask underlying weaknesses.<\/p>\n- \n
- Dashboards may show that RTOs, RPOs, and plan activities meet defined thresholds, yet those thresholds often fail to reflect real business needs.<\/li>\n
- An RTO may be met, but still be too slow to prevent service disruption.<\/li>\n
- A system may recover within tolerance while remaining unavailable long enough to disrupt core operations.<\/li>\n<\/ul>\n
Without connecting recovery targets to actual business impact, dashboards give a false sense of security and mislead decision-making. Meeting targets does not prove protection, and you risk approving investments and accepting risks without understanding the consequences.<\/p>\n
3. Overlooks Critical Dependencies\u00a0<\/strong><\/p>\n
Dashboards that focus on individual task completion can create a misleading sense of readiness by evaluating isolated processes rather than overall business resilience.<\/p>\n
Assessing recovery at the process level hides reliance on interconnected systems, suppliers, shared data, and cross-functional teams. A process may appear resilient while relying on a single supplier or a system with limited recovery capacity. Many of these dependencies sit outside individual plans, leaving dashboards unable to reflect the true scale of potential disruption.<\/p>\n
To understand risk, your critical services must be mapped end-to-end. This reveals how your systems, suppliers, and teams interact, and highlights single points of failure that can trigger wider disruption. For example, a system outage may initially affect one function, delay order fulfillment, and increase customer service demand. Backup processes can come under unexpected strain, compounding the impact across the business.<\/p>\n
Testing components in isolation cannot provide a complete view. Recovery needs to be assessed in context through scenario testing that spans systems, functions, and third parties. This determines whether critical services can be maintained at required service levels or restored within recovery objectives and identifies where your organisation needs additional controls or capacity.<\/p>\n
By assessing services holistically, you gain a clearer view of operational resilience, identify vulnerabilities, and prioritise areas where mitigation will have the greatest impact.<\/p>\n
4. Erodes Executive Trust When Recovery Fails\u00a0<\/strong><\/p>\n
When dashboards show green but critical services fail, executives lose trust in the reporting. Consequently, when an incident occurs:<\/p>\n
- \n
- Recovery often takes longer than expected.<\/li>\n
- Unplanned dependencies emerge.<\/li>\n
- Disruption spreads across services.<\/li>\n
- Workarounds fail under pressure.<\/li>\n<\/ul>\n
Leaders are then left questioning what went wrong and why these risks were not visible in advance. Attention quickly shifts from managing the disruption to questioning whether metrics reflect real exposure and whether reporting can be relied on to guide decisions. Trust in the program declines, and future dashboards face greater scrutiny. These negative outcomes reflect weaknesses that were never clearly communicated through reporting.<\/p>\n
Over time, this loss of confidence reduces support for BCM investment, disengages boards, and shifts business continuity from a strategic capability to a compliance exercise. Restoring trust requires clear alignment between reported status and actual performance during disruption.<\/p>\n
4 Ways to Get Value from Your BCM Dashboards<\/h4>\n
1. Ensure Resilience Reporting Shows Business Impact<\/strong><\/p>\n
![\"\"](\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Ensure-Resilience-Reporting-Shows-Business-Impact.webp\")
Resilience programmes require significant investment in technology, processes, and people, so reporting must clearly show how these efforts protect the business and the bottom line. Executives need to understand how resilience safeguards critical operations, maintains service continuity, reduces downtime, and limits financial loss during disruption.<\/p>\nTo achieve this, your reporting needs to focus on the real impact of disruption rather than completed activities. It must answer key questions:<\/p>\n
- \n
- How quickly does disruption affect customers?<\/li>\n
- Which services degrade first?<\/li>\n
- What are the financial consequences?<\/li>\n<\/ul>\n
While plans, reviews, and tests remain essential for compliance and continuous improvement, they do not demonstrate resilience on their own. Executives gain more value from metrics that reflect disruption in practice, particularly indicators that show:<\/p>\n
- \n
- How long services will remain unavailable<\/li>\n
- Where recovery falls short of business demand<\/li>\n
- Which assumptions fail under pressure<\/li>\n<\/ul>\n
Even when recovery targets are met, services often operate at reduced capacity, and workarounds can increase operational strain and affect customer experience. Effective reporting highlights the gap between initial recovery and full business performance, making dependencies, constraints, and vulnerabilities visible.<\/p>\n
By connecting resilience efforts to measurable business impact, including potential revenue loss and operational disruption, you enable leaders to understand trade-offs, prioritise risks, and make informed investment decisions. Without this clarity, resilience risks being viewed as a cost rather than a capability that protects revenue and long-term performance.<\/p>\n
2. Use Dashboards to Highlight Consequences<\/strong><\/p>\n
Instead of showing only completed tests or green status indicators, your dashboards need to reveal the business impacts of disruptions in measurable terms, such as lost revenue, delayed deliveries, or increased customer service demand.<\/p>\n
Executives do not need assurance. They need clarity on:<\/p>\n
- \n
- How disruption will affect the business.<\/li>\n
- Which services will be impacted.<\/li>\n
- How long the disruption will last.<\/li>\n
- The severity of the operational and financial consequences.<\/li>\n
- Which risks the organisation has chosen to accept.<\/li>\n<\/ul>\n
Dashboards that provide this level of insight enable teams to identify vulnerabilities early and strengthen resilience over time. Use reporting to highlight:<\/p>\n
- \n
- Where recovery targets are based on optimistic assumptions<\/li>\n
- Where single points of failure exist<\/li>\n
- Where dependencies could trigger cascading operational issues<\/li>\n<\/ul>\n
For example, a one-hour outage in a critical service might disrupt order fulfillment, delay customer deliveries, and increase call centre demand.<\/p>\n
A high-impact dashboard makes trade-offs explicit. It shows what happens if recovery takes two hours instead of one, which services fail first, and where targeted controls can reduce risk most effectively. By highlighting vulnerabilities and actionable gaps, dashboards move beyond status reporting and guide decisions that strengthen resilience.<\/p>\n
3. Treat Amber and Red as Valuable Signals<\/strong><\/p>\n
Amber and red do not signal failure. They highlight areas of potential exposure.<\/p>\n
Understanding these signals sets realistic expectations. Executives do not expect perfection. They need visibility into risks to make informed decisions about controls and mitigation.<\/p>\n
Having some continuity gaps is not the problem. What matters is that leaders understand those gaps before making decisions. When dashboards fail to show recovery gaps, teams act without a clear understanding of the potential impact or exposure.<\/p>\n
When you treat amber and red as actionable insights, dashboards become tools for prioritising effort and guiding budget and resource allocation, rather than a measure of compliance. For example, amber can highlight a period of reduced capacity, while red can identify single points of failure that need immediate remediation. This makes the dashboard a practical guide for managing risk and allocating resources efficiently.<\/p>\n
4. Communicate Transparently with Executives<\/strong><\/p>\n
Be forthright about recovery risks. Show where recovery will fall short, where critical services face disruption, and where visibility remains limited. Do not soften the truth to avoid alarming executives. They need an accurate view of recovery capability, not reassurance.<\/p>\n
Transparent reporting builds trust by giving leaders the information they need to act decisively. When gaps become clear, you can prioritise controls, allocate resources efficiently, and make trade-offs before disruption occurs. Accurate reporting turns dashboards from a compliance exercise into a strategic tool that strengthens resilience and guides critical decisions.<\/p>\n
Measure BCM Performance with Actionable Metrics<\/h4>\n
The success of a BCM program depends on the decisions it enables, not green indicators on a dashboard. Reporting must identify actions that can prevent disruption, reduce downtime, and protect customer operations.<\/p>\n
A high-impact BCM program does four things that drive resilience and inform decisions:<\/p>\n
- \n
- Shows which services stay operational and where gaps exist
\n<\/strong>Ensure your dashboards highlight potential downtime, lost transactions, and customer service impacts so you can understand operational risks before disruption occurs.<\/li>\n- Exposes vulnerabilities before they escalate<\/strong>
\nBuild dashboards that detect single points of dependency and unrealistic recovery assumptions, helping you identify where intervention matters most.<\/li>\n- Tracks improvement over time<\/strong>
\nEnsure updates to plans, tests, and controls are visible in your dashboards, so you can monitor resilience strength and recovery capability over time.<\/li>\n- Provides actionable insight for decision-making<\/strong>
\nStructure your dashboards to clarify trade-offs and highlight where investment will have the greatest impact, guiding decisions that reduce risk and strengthen operations.<\/li>\n<\/ol>\nWhen reporting meets these objectives, your BCM program moves beyond compliance. It becomes a tool that strengthens resilience, guides investment decisions, and ensures your organisation responds effectively under pressure.<\/p>\n
Use BCM Dashboards to Expose Risk and Guide Decisions<\/h4>\n
A useful dashboard does more than track completion status. BCM isn\u2019t about looking good on paper. The most valuable dashboards highlight where the business faces exposure, where recovery may fall short, and which areas require attention. By emphasising consequences over status, dashboards can provide leaders with the insight needed to reduce risk, strengthen recovery, and guide investment decisions.<\/p>\n
The goal is not to stay green. It is to identify vulnerabilities early, so your organisation can respond effectively, recover quickly, and keep critical operations running during a disruption.<\/p>\n
<\/div><\/div>\nTake the Business Continuity Best Practice Assessment<\/a> to evaluate your program\u2019s maturity and benchmark against the most successful programmes. Learn how Riskonnect can help you build meaningful BCM dashboards that guide executive decision-making. Request a demo<\/a>.<\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":153713,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5736,5877,5752],"tags":[],"class_list":["post-153712","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-continuity-resilience-en-gb","category-governance-risk-and-compliance","category-integrated-risk-management-en-gb"],"yoast_head":"\n
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Riskonnect","isPartOf":{"@id":"https:\/\/riskonnect.com\/en-gb\/#website"},"primaryImageOfPage":{"@id":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/#primaryimage"},"image":{"@id":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/#primaryimage"},"thumbnailUrl":"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Green-Business-Continuity-Dashboards-Arent-Helping-Your-Executives.webp","datePublished":"2026-05-11T20:00:10+00:00","breadcrumb":{"@id":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/#breadcrumb"},"inLanguage":"en-GB","potentialAction":[{"@type":"ReadAction","target":["https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/"]}]},{"@type":"ImageObject","inLanguage":"en-GB","@id":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/#primaryimage","url":"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Green-Business-Continuity-Dashboards-Arent-Helping-Your-Executives.webp","contentUrl":"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Green-Business-Continuity-Dashboards-Arent-Helping-Your-Executives.webp","width":1000,"height":533,"caption":"Green BCM Dashboards Hide Risk and Undermine Decisions"},{"@type":"BreadcrumbList","@id":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/green-bcm-dashboards-hide-risk-undermine-decisions\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https:\/\/riskonnect.com\/en-gb\/"},{"@type":"ListItem","position":2,"name":"Green\u202fBusiness Continuity\u202fDashboards\u202fAren\u2019t\u202fHelping Your Executives"}]},{"@type":"WebSite","@id":"https:\/\/riskonnect.com\/en-gb\/#website","url":"https:\/\/riskonnect.com\/en-gb\/","name":"Riskonnect","description":"Risk Management Software 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Inc."},"image":{"@id":"https:\/\/riskonnect.com\/en-gb\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/riskonnect\/","https:\/\/x.com\/Riskonnect","https:\/\/www.instagram.com\/riskonnect\/","https:\/\/www.linkedin.com\/company\/riskonnect-inc","https:\/\/www.youtube.com\/user\/Riskonnect"]},{"@type":"Person","@id":"https:\/\/riskonnect.com\/en-gb\/#\/schema\/person\/28bc8f7f57820598e3986900ce830d4e","name":"Madura Desilva","image":{"@type":"ImageObject","inLanguage":"en-GB","@id":"https:\/\/secure.gravatar.com\/avatar\/cf75cad5d6512287c5333752e5f44d40de44e82fc11c93aa07a70731eb70ae19?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/cf75cad5d6512287c5333752e5f44d40de44e82fc11c93aa07a70731eb70ae19?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/cf75cad5d6512287c5333752e5f44d40de44e82fc11c93aa07a70731eb70ae19?s=96&d=mm&r=g","caption":"Madura Desilva"}}]}},"_links":{"self":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/153712","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/users\/28"}],"replies":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/comments?post=153712"}],"version-history":[{"count":0,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/153712\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media\/153713"}],"wp:attachment":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media?parent=153712"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/categories?post=153712"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/tags?post=153712"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}},{"id":153714,"date":"2026-05-06T20:03:14","date_gmt":"2026-05-07T00:03:14","guid":{"rendered":"https:\/\/riskonnect.com\/uncategorized-en-gb\/resilience-becoming-risk-management-integrated-risk-resilience\/"},"modified":"2026-05-06T20:03:14","modified_gmt":"2026-05-07T00:03:14","slug":"resilience-becoming-risk-management-integrated-risk-resilience","status":"publish","type":"post","link":"https:\/\/riskonnect.com\/en-gb\/business-continuity-resilience-en-gb\/resilience-becoming-risk-management-integrated-risk-resilience\/","title":{"rendered":"Is Resilience Becoming the New Risk Management? The Shift to Integrated Risk and Resilience"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-2 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-1 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-2\"><p>Most organisations build their risk management and resilience frameworks around a straightforward premise: identify threats, assess them, and control them. They develop a business continuity plan in case key systems or processes fail. For many years, this approach has served its purpose.<\/p>\n<p>But today\u2019s operating environment is defined by interconnected risks, interrelated supply chains, integrated technology, and third-party dependencies, meaning disruptions rarely occur in isolation. They cascade across teams, partners, and systems, meaning single-event risk and resilience management is no longer enough. This volatile and complex environment has pushed organisations to strengthen how they prepare and respond.<\/p>\n<p>Building a more integrated model where risk and resilience operate as a unified capability helps teams identify gaps, sustain performance under pressure, and adapt to change.<\/p>\n<p>Managing risks through controls and continuity planning remains essential, but organisations must extend that foundation to include foresight, adaptability, and alignment with long-term strategy.<\/p>\n<p>This shift moves organisations beyond siloed approaches toward a resilience-focused model that supports continued operation through disruption.<\/p>\n<h3 class=\"h4spacing\">From Risk Prevention to Adaptation in a Crisis<\/h3>\n<p>While focusing on risk prevention remains important, not every risk can be predicted, quantified, or prevented.<\/p>\n<p>Your organisation must be prepared to respond when controls fail, assumptions break, or unforeseen risk events occur. This reframes risk management from \u201cHow do we stop this from happening?\u201d to \u201cHow do we respond, adapt, and continue to operate when it does?\u201d<\/p>\n<p>In practice, this introduces a different set of capabilities:<\/p>\n<ul class=\"list-2\">\n<li>Anticipating how risks cascade through the business<\/li>\n<li>Absorbing shocks without immediate failure<\/li>\n<li>Adapting in real time<\/li>\n<li>Prioritising under pressure while maintaining critical services<\/li>\n<li>Recognising and capitalising on opportunities in crises<\/li>\n<\/ul>\n<p>These capabilities sit at the core of a resilient organisation.<\/p>\n<p><img decoding=\"async\" class=\"lazyload aligncenter size-full wp-image-152361\" src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis.webp\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis.webp\" alt=\"\" width=\"1150\" height=\"605\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271150%27%20height%3D%27605%27%20viewBox%3D%270%200%201150%20605%27%3E%3Crect%20width%3D%271150%27%20height%3D%27605%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-200x105.webp 200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-300x158.webp 300w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-400x210.webp 400w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-600x316.webp 600w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-768x404.webp 768w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-800x421.webp 800w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis-1024x539.webp 1024w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/From-Risk-Prevention-to-Adaptation-in-a-Crisis.webp 1150w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 1150px) 100vw, 1150px\" \/><\/p>\n<h4 class=\"h4spacing\">Organisations Face Cascading Disruption in a Polycrisis Environment<\/h4>\n<p>Systemic disruption is increasingly reshaping how risk is managed. Supply chains, systems, and third-party dependencies are now tightly interconnected, meaning disruptions rarely stay contained. Instead, they cascade across functions and partners, often at the same time. This is commonly referred to as a polycrisis, where multiple overlapping disruptions compound rather than occur in isolation.<\/p>\n<p><img decoding=\"async\" class=\"lazyload aligncenter size-full wp-image-152362\" src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal.webp\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal.webp\" alt=\"\" width=\"1500\" height=\"757\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%271500%27%20height%3D%27757%27%20viewBox%3D%270%200%201500%20757%27%3E%3Crect%20width%3D%271500%27%20height%3D%27757%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-200x101.webp 200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-300x151.webp 300w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-400x202.webp 400w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-540x272.webp 540w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-600x303.webp 600w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-768x388.webp 768w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-800x404.webp 800w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-1024x517.webp 1024w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal-1200x606.webp 1200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/Organizations-Face-Cascading-Disruption-in-a-Polycrisis-Environment-Horizontal.webp 1500w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 1500px) 100vw, 1500px\" \/><\/p>\n<blockquote>\n<p>\u201cA cyber incident is not just IT anymore. It can trigger operational shutdown, regulatory breaches, reputational damage, and talent loss. Similarly, climate events affect supply chain, insurance availability, and workforce safety.\u201d<\/p>\n<p>\u2014 Agn\u00e8s de Calbiac, Head of Enterprise Risk and Assurance, Southern Cross Healthcare<\/p>\n<\/blockquote>\n<p>Traditional risk frameworks were built for more contained, single events. Risk categories had clear owners, defined controls, and structured reporting lines. When a single disruption occurred, response pathways were clear. When multiple disruptions occur at once, those structures are disconnected, and impacts spread across business units.<\/p>\n<p>This disconnection becomes more severe when risk, resilience, and operational teams respond independently, without a shared understanding of the situation. A geopolitical shock, for example, may trigger fuel shortages, disrupt supply chains, increase costs, decrease sales, and place pressure on workforce stability.<\/p>\n<blockquote>\n<p>\u201cRisk management is not just a question of: how do we stop things from going wrong? But rather, how do we ensure the organisation still functions when several things go wrong at the same time?\u201d<\/p>\n<p>\u2014 Agn\u00e8s de Calbiac, Head of Enterprise Risk and Assurance, Southern Cross Healthcare<\/p>\n<\/blockquote>\n<p>Leadership expectations have also shifted. Boards are focused on how quickly and effectively the organisation responds to disruptions, whether critical services can continue and adapt under pressure, and how much value the organisation preserves.<\/p>\n<h4 class=\"h4spacing\">Regulations are Driving Organisations to Link Risk and Resilience<\/h4>\n<p>Regulatory requirements are increasingly focusing on organisations maintaining operations, managing third parties, and responding to disruptions as a connected and coordinated system.<\/p>\n<p>Across jurisdictions, regulators expect you to connect operational risk, business continuity, and third-party oversight. In Australia, APRA CPS 230 sets expectations for end-to-end operational resilience, including service mapping, impact tolerances, and oversight of critical providers. In New Zealand, the Financial Markets Authority focuses on operational resilience and timely incident notification. In the EU, DORA establishes requirements for IT risk management, resilience testing, and third-party risk controls.<\/p>\n<p>Even outside financial services, these directions matter. Organisations should integrate their risk management and resilience processes into a single operating model, which strengthens their ability to deliver products and services during disruptions, adapt as conditions change or impacts cascade, and build learning into their risk and resilience processes.<\/p>\n<p>Drawing on cross-sector experience, David Turner, CEO at Risk New Zealand, highlights common practices among organisations strengthening resilience:<\/p>\n<ul class=\"list-2\">\n<li>Testing continuity plans more frequently, increasing frequency from annual or 18-month cycles to quarterly or semi-annual exercises<\/li>\n<li>Extending monitoring and assurance across the supply chain, including third- and fourth-party dependencies<\/li>\n<li>Formalising succession planning for critical roles and strengthening cross-training and knowledge sharing<\/li>\n<li>Planning for systemic disruptions through structured scenario testing and contingency planning<\/li>\n<li>Expanding education and training to increase awareness of risk and resilience across all levels<\/li>\n<\/ul>\n<h4 class=\"h4spacing\">Resilience Standards Focus on an Integrated Approach<\/h4>\n<p>International standards now provide guidance for organisations on connecting risk management, business continuity, and organisational resilience into an effective strategic and operating model:<\/p>\n<ul class=\"list-2\">\n<li>ISO 31000 \u2013 Risk Management Guidelines: sets out how you identify, assess, and manage risk across the organisation<\/li>\n<li>ISO 22301 \u2013 Business Continuity Management Systems: defines how you plan for disruption, conduct business impact analysis, and recover critical services<\/li>\n<li>ISO 22316 \u2013 Organisational Resilience (Principles and Attributes): outlines how leadership, culture, and adaptability strengthen long-term resilience<\/li>\n<li>ISO 22332 \u2013 Organisational Resilience Framework: provides guidance on embedding resilience across strategy, operations, and decision-making<\/li>\n<\/ul>\n<p>Importantly, these standards suggest a connected approach between organisational strategy and objectives, ensuring that integrated risk and resilience approaches align with the success of the business.<\/p>\n<h4 class=\"h4spacing\">Operational Resilience vs Organisational Resilience<\/h4>\n<p>Resilience in the organisation has two distinct focuses: 1) Operational Resilience \u2013 maintaining critical services, operations, and infrastructure during disruptions, and 2) Organisational Resilience \u2013 the whole organisation\u2019s ability to anticipate, adapt, and thrive to disruptions.<\/p>\n<p>The elements of each can be summarised as:<\/p>\n<table class=\"table\">\n<tbody>\n<tr>\n<td>OPERATIONAL RESILIENCE<\/td>\n<td>ORGANISATIONAL RESILIENCE<\/td>\n<\/tr>\n<tr>\n<td>\n<ul>\n<li>Business continuity of essential services and processes<\/li>\n<li>Operational risk management<\/li>\n<li>Disaster recovery<\/li>\n<li>Supply chain and third-party resilience<\/li>\n<li>Maintaining critical infrastructure<\/li>\n<\/ul>\n<\/td>\n<td>\n<ul>\n<li>Strategic planning and foresight<\/li>\n<li>Strategic\/enterprise risk management<\/li>\n<li>Leadership and governance<\/li>\n<li>Organisational culture<\/li>\n<li>Change management and adaptability<\/li>\n<li>Financial resilience<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Operational resilience elements need to be in place and operating effectively to support a successful approach to organisational resilience.<\/p>\n<blockquote>\n<p>\u201cOperational resilience protects today\u2019s operations, whereas organisational resilience protects tomorrow\u2019s relevance.\u201d<\/p>\n<p>\u2014 Agn\u00e8s de Calbiac, Head of Enterprise Risk and Assurance, Southern Cross Healthcare<\/p>\n<\/blockquote>\n<p>Leaders and managers need a clear strategy, processes, roles, and responsibilities for both operational and organisational resilience, to ensure they are making the right decisions and taking the necessary actions at the right time. \u202fThis enables assumptions behind the strategy to be tested, identifying where disruptions could break them, and acting on opportunities to adapt or reposition.<\/p>\n<h4 class=\"h4spacing\">The Human Side of Resilience<\/h4>\n<p>Technology, process, and governance form only part of the equation. Resilience depends on people who can make fast and informed decisions, change priorities, and shift resources when disruption hits.<\/p>\n<p>That capability does not emerge by chance. It is shaped from the top down. Leadership sets the tone for how seriously resilience is taken, how and when decisions are made, and how much autonomy teams have when responding to disruption. When leaders prioritise resilience, communicate clear expectations, and model decisive behaviour, it cascades through the organisation, from executive teams to the front line.<\/p>\n<blockquote>\n<p>\u201cRisk management currently moves too slowly, and that slowness creates its own risks. We need faster thinkers and faster actions. We need to know our organisation\u2019s operating environment well enough to enable that.\u201d<\/p>\n<p>\u2014 David Turner, CEO, Risk New Zealand<\/p>\n<\/blockquote>\n<p>You cannot rely on structure alone. People determine how effectively your organisation responds when disruption hits.<\/p>\n<p>Organisations that build resilience into daily operations equip their risk and resilience teams to go beyond maintaining controls and plans. These teams test how processes perform under stress, challenge assumptions, and communicate insights that support faster, better decisions.<\/p>\n<p>This demands more than technical expertise in risk frameworks and business continuity plans. Ensure your teams can work across functions, participate in scenario testing, adapt quickly to changing circumstances, and align with business objectives. This enables them to influence decisions, build relationships across functions, and secure support for resilience initiatives.<\/p>\n<p>Succession planning and knowledge management also demand attention. Key person dependency continues to expose organisations to unnecessary risk. Documentation alone falls short. Untested processes and static playbooks provide little protection when conditions change.<\/p>\n<p>Resilience strengthens when knowledge and learning are disseminated across teams rather than sitting with individuals or locked in systems.<\/p>\n<h4 class=\"h4spacing\">Building Resilience Through Foresight and Informative Signals<\/h4>\n<p>Resilience is not only about how your organisation responds to disruption, but how early you can see it emerging. The difference between disruption that is managed and disruption that escalates often comes down to the speed and quality of foresight and signals.<\/p>\n<p>Traditional risk and resilience management processes focus heavily on periodic assessments and structured scenario analysis. While these remain important, they are often too static to capture fast-moving or interconnected risks.<\/p>\n<p>Forward-looking risk\u202fand resilience\u202fmanagement shifts attention from what has\u202fhistorically\u202fhappened to what\u202felse\u202fcould happen. This requires structured horizon scanning, not as a theoretical exercise but as a continuous process of\u202fmonitoring external and internal signals and indicators.<\/p>\n<p>Scenario analysis plays a critical role in turning insight into action. By testing how\u202fdifferent types\u202fof disruptions\u202fcould unfold, organisations can\u202fidentify\u202fpressure points, challenge assumptions, and understand the potential business impact before events materialise.<\/p>\n<p>Evolve your regular <a href=\"https:\/\/riskonnect.com\/en-gb\/governance-risk-and-compliance\/how-to-risk-assessment\/\" target=\"_blank\" rel=\"noopener\">risk assessments<\/a> to identify and assess emerging risks. This approach involves identifying dependencies, as well as signals and indicators, to improve the quality of insights and support early intervention.<\/p>\n<p>The value of this approach is not simply better awareness. It reduces unexpected risks and improves the quality and speed of decision-making when disruptions occur. Organisations that invest in foresight minimise surprise, respond earlier, and limit the scale and impact of disruption on the business.<\/p>\n<p>This shifts risk\u202fand resilience\u202fmanagement from periodic analysis to continuous awareness, where signals are\u202fmonitored\u202fand acted on in real time rather than\u202frelying\u202fsolely\u202fon\u202fscheduled\u202freviews\u202fand updates.<\/p>\n<h4 class=\"h4spacing\">Evolving Your Risk Processes into a Resilience-Focused Capability<\/h4>\n<p>The shift from managing risk registers and business continuity plans in siloed functions\u202fto an integrated risk and resilience-focused\u202fcapability\u202frequires\u202fseveral\u202fchanges to\u202fbe\u202fmade in the organisation.<\/p>\n<p>Agn\u00e8s de Calbiac, Head of Enterprise Risk and Assurance at Southern Cross Healthcare, outlines four practical steps you can take:<\/p>\n<ul class=\"list-2\">\n<li><strong>Use scenario planning to spot where your strategy could fail early.<\/strong> This helps you act sooner and make better investment decisions before risks escalate.<\/li>\n<li><strong>Connect risk activities across your business.<\/strong> This improves alignment of teams, data, and priorities and clarifies decision-making authority during an incident.<\/li>\n<li><strong>Map and stress test key dependencies.<\/strong> This helps you understand how disruptions spread across suppliers, partners, and your workforce, not just individual controls.<\/li>\n<li><strong>Treat disruptions as learning opportunities.<\/strong> This enables continuous improvement through exercises, reviews, and adaptation for the future.<\/li>\n<\/ul>\n<h4 class=\"h4spacing\">Strengthen Operational Resilience with Integrated Risk Management<\/h4>\n<p>A disconnected approach to risk and resilience leaves gaps and vulnerabilities during disruption events. Bringing them together provides more effective plans and processes underpinned by shared data and insights that can then be deployed to ensure rapid response and decision-making.<\/p>\n<p>In <a href=\"https:\/\/riskonnect.com\/content-library\/resilience-reset-webinar-future-of-risk-management\/?utm_source=webinar&utm_medium=email&utm_campaign=apac_26-035_risknz_webinar_is_resilience_becoming_the_new_risk_management\" target=\"_blank\" rel=\"noopener\">Part One<\/a> of the Resilience Reset webinar Series with Riskonnect, Agn\u00e8s de Calbiac highlighted three common scenarios in which risk and resilience integration improve outcomes.<\/p>\n<h4 class=\"h4spacing\">Cyberattack<\/h4>\n<p>Take a ransomware attack. A control-led risk approach emphasizes prevention through firewalls, access controls, and authentication, while resilience efforts focus on recovery after systems fail. When these efforts remain separate, gaps emerge during incidents, and response slows.<\/p>\n<p>An integrated approach prepares you for both prevention and continuity. You design systems to fail safely, maintain critical services at a reduced but functional level, and establish clear decision authority in advance. Even if an attack gets through your controls, you can continue serving customers and limit operational disruption.<\/p>\n<h4 class=\"h4spacing\">Supply Chain Disruption<\/h4>\n<p>Take a manufacturing operation that is highly fuel-dependent. A geopolitical event drives up fuel prices and restricts availability, placing pressure on both costs and delivery capacity. A traditional risk approach manages financial exposure through hedging, fixed pricing, or supplier changes, but leaves production vulnerable when transport capacity tightens.<\/p>\n<p>A resilience-led response builds flexibility across sourcing, production, and logistics. You diversify supply options, adjust production planning, and prioritise critical outputs under constraint. Together, these actions help you sustain delivery while controlling cost impact.<\/p>\n<h4 class=\"h4spacing\">Key Person Dependency<\/h4>\n<p>A lead engineer holds deep working knowledge of a critical system. A traditional risk response relies on documentation, yet written materials rarely capture how systems behave under pressure or how problems get resolved in practice.<\/p>\n<p>An integrated approach spreads knowledge through structured cross-training, simulations, and hands-on exercises. You prepare multiple team members to operate and recover the system under stress, reducing reliance on any single individual and strengthening day-to-day performance.<\/p>\n<h4 class=\"h4spacing\">What Changes with Integration?<\/h4>\n<p>Across these scenarios, integration improves your response. You maintain service during disruption, make faster decisions under pressure, and reduce financial and operational impact, while less prepared organisations face delays, lost revenue, and customer disruption.<\/p>\n<h4 class=\"h4spacing\">Making the Case for Integrating Risk and Resilience in Your Organisation<\/h4>\n<p>Integration of risk and resilience takes time and strong leadership support, and the value becomes clear when you examine how disruption impacts operations and business outcomes. You can start by engaging senior executives and focusing the discussion on the risks posed by traditional, siloed approaches. These include a focus on single-event risks, overreliance on preventive controls, dependence on key individuals, and operational vulnerabilities during downtime that \u202f limit rapid response and recovery from disruption events.<\/p>\n<p>Boards and Executives require assurance of the performance of critical operations under disruption, how quickly essential business services can recover, and how the organisation performs when controls fail or capacity becomes constrained.<\/p>\n<p>Begin by mapping the integration points between the risk and resilience functions and processes within your organisation. Identify what data is required, how it is shared, where functional boundaries delay responses to emerging disruption, and where siloed or fragmented responsibilities and decision-making weaken resilience initiatives.<\/p>\n<p>Bring stakeholders together early to establish a shared understanding of strategic and operational exposure. Link discussions to organisational objectives and business priorities already embedded in executive decision-making, including business continuity, organisational and financial stability, reputation protection, and sustained competitive position.<\/p>\n<p>When organisations move closer to alignment between risk and resilience functions, interaction between teams steadily increases, processes improve, and shared data enhances visibility into emerging exposure and supports informed decision-making. This, in turn, enhances your ability to maintain business operations and performance under disruption.<\/p>\n<div class=\"fusion-separator\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:20px;margin-bottom:30px;width:100%;max-width:68%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;--awb-sep-color:#df6a2d;border-color:#df6a2d;border-top-width:1px;\"><\/div><\/div>\n<p>Risk management and resilience as disciplines continue to evolve. \u202fChanges in regulations, international standards and guidelines, and leading organisations are driving a shift from simply managing risk registers and business continuity plans to building a business that anticipates and manages risk exposure, adapts, and thrives under stress. \u202fThey are doing this by combining their risk with a resilience-focused capability.<\/p>\n<p><div class=\"fusion-separator\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:20px;margin-bottom:30px;width:100%;max-width:68%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;--awb-sep-color:#df6a2d;border-color:#df6a2d;border-top-width:1px;\"><\/div><\/div><br>\n<em>For more information about strengthening resilience in your organisation, <a href=\"https:\/\/riskonnect.com\/en-gb\/contact-us\/\" target=\"_blank\" rel=\"noopener\">contact us<\/a> or <a href=\"https:\/\/riskonnect.com\/en-gb\/schedule-free-demo\/\" target=\"_blank\" rel=\"noopener\">schedule a demo<\/a>.<\/em><\/p>\n<p><em>Get further insights on how you can integrate risk and continuity planning to boost resilience. Watch our on-demand <a href=\"https:\/\/riskonnect.com\/content-library\/resilience-reset-webinar-future-of-risk-management\/\" target=\"_blank\" rel=\"noopener\">webinar<\/a> featuring David Turner, CEO, Risk New Zealand, and Agn\u00e8s de Calbiac, Head of Enterprise Risk and Assurance, Southern Cross Healthcare.<\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":153716,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5736,5682,5877,5752],"tags":[6471],"class_list":["post-153714","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-continuity-resilience-en-gb","category-enterprise-risk-management-en-gb","category-governance-risk-and-compliance","category-integrated-risk-management-en-gb","tag-blog-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Is Resilience Becoming the New Risk Management? 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Desilva"}}]}},"_links":{"self":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/153714","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/users\/28"}],"replies":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/comments?post=153714"}],"version-history":[{"count":0,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/153714\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media\/153716"}],"wp:attachment":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media?parent=153714"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/categories?post=153714"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/tags?post=153714"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}},{"id":152461,"date":"2026-05-04T14:26:52","date_gmt":"2026-05-04T18:26:52","guid":{"rendered":"https:\/\/riskonnect.com\/uncategorized-en-gb\/redhand-2026-rmis-report-riskonnect-leader-9th-year\/"},"modified":"2026-05-04T14:26:52","modified_gmt":"2026-05-04T18:26:52","slug":"redhand-2026-rmis-report-riskonnect-leader-9th-year","status":"publish","type":"post","link":"https:\/\/riskonnect.com\/en-gb\/reports-en-gb\/redhand-2026-rmis-report-riskonnect-leader-9th-year\/","title":{"rendered":"Redhand\u2019s 2026 RMIS Report: Riskonnect Named a Leader for the 9th Consecutive Year"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-3 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-2 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-3\"><p>The just-released <em>2026 RMIS Report<\/em> by Redhand Advisors recognizes Riskonnect as one of the most comprehensive RMIS solutions in the market. Riskonnect is a standout in virtually every category covered by the report \u2013 and was the highest-scoring vendor for both understanding customers\u2019 needs and for implementation support.<\/p>\n<p>The report is based on insights from over 1,000 risk professionals and 39 technology solutions, ranging from specialised applications to end-to-end to risk management solutions like Riskonnect.<\/p>\n<p>According to the report, RMIS buyers are getting increasingly sophisticated. They expect integration, a seamless user experience, and analytics. And AI is accelerating the discussion.<\/p>\n<p>Expectations for AI are high. Respondents believe that AI could significantly improve productivity, enhance data quality, and support more informed decision-making. But AI technology is developing faster than understanding exactly what it can do or how to use it.<\/p>\n<ul class=\"list-2\">\n<li><strong>60% of organisations report that they are not currently using AI capabilities,<\/strong> pointing to limited understanding of AI capabilities (44%), data security concerns (39%), and integration challenges (26%).<\/li>\n<li><strong>28% of respondents are specifically prioritising AI-driven capabilities<\/strong> over the next 12-24 months. Other top priorities are enhancing analytics and dashboards (48%), reducing administrative burdens (34%), and improving executive reporting (30%) \u2013 all of which can be enhanced by AI.<\/li>\n<li><strong>78% of respondents expect AI to generate time savings and productivity gains.<\/strong> Other expected outcomes from AI adoption include improved data quality (57%) and better decision support (49%).<\/li>\n<\/ul>\n<p>The report also notes that while the backbone of RMIS use is still claims and incident management, organisations are looking to get more value out of their RMIS with improved connectivity, workflows, and decision support. Organisations are moving away from fragmented point solutions to more unified platforms.<br>\n<img decoding=\"async\" class=\"lazyload blogimgrt\" src=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27400%27%20height%3D%27251%27%20viewBox%3D%270%200%20400%20251%27%3E%3Crect%20width%3D%27400%27%20height%3D%27251%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/How-to-Get-More-Value-from-Your-RMIS.webp\" alt=\"How to Get More Value from Your RMIS \"><\/p>\n<h3 class=\"h4spacing\">How to Get More Value from Your RMIS<\/h3>\n<p>Over half of respondents implemented their RMIS more than five years ago. If your RMIS use has remained unchanged since then, you might be missing out on valuable functionality. Here are 5 applications to help you get the most from RMIS technology, whether that\u2019s within the platform you have or in a replacement solution.<\/p>\n<ol>\n<li><strong>Incident management.<\/strong> Only about half of organisations use their RMIS to track and manage incidents. A RMIS can quickly and accurately capture incident details right at the source and follow every event through to resolution.<\/li>\n<li><strong>Insurance renewal data collection.<\/strong> Just one in four respondents collects renewal data via a RMIS. A RMIS can streamline the process by automatically collecting, consolidating, and analysing risk and exposure data.<\/li>\n<li><strong>Policy\/program management.<\/strong> Only 23% of respondents handle insurance management with a RMIS. A RMIS can track and manage all insurance policies and features, including premiums, layers, limits, deductibles, carriers, and more, so you always know where you stand.<\/li>\n<li><strong>Exposure\/asset management.<\/strong> Just 21% of respondents use a RMIS to manage exposures. A RMIS gives you a comprehensive view of your asset and exposure portfolio to avoid overlaps or gaps in coverage.<\/li>\n<li><strong>Governance, Risk & Compliance.<\/strong> Just 13% of respondents use RMIS technology to manage GRC. A RMIS that can expand your view beyond insurable risks offers an interconnected risk ecosystem for deeper insight into all risks, easier collaboration across teams, and more informed decision-making for the organisation.<\/li>\n<\/ol>\n<p><img decoding=\"async\" class=\"lazyload blogimgrt\" src=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27400%27%20height%3D%27211%27%20viewBox%3D%270%200%20400%20211%27%3E%3Crect%20width%3D%27400%27%20height%3D%27211%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/What-to-Consider-When-Buying-a-RMIS.webp\" alt=\"What to Consider When Buying a RMIS \"><\/p>\n<h4 class=\"h4spacing\">What to Consider When Buying a RMIS<\/h4>\n<p>If your current system can\u2019t deliver what you need, here are a few questions to help you identify the RMIS solution that\u2019s right for you:<\/p>\n<p><strong>Does the RMIS have built-in AI capabilities?<br>\n<\/strong>Generative AI and automation are taking on an ever-expanding role in managing risk. While many RMIS providers have nascent capabilities layered on top, Riskonnect has a built-in <a href=\"https:\/\/riskonnect.com\/en-gb\/intelligent-risk\/\" target=\"_blank\" rel=\"noopener\">AI intelligence<\/a> layer that takes your RMIS to passive recordkeeper to active collaborator.<\/p>\n<p><strong>How integrated is the RMIS?<br>\n<\/strong>RMIS technology is most effective when it seamlessly connects risk data of all types across the organisation. Riskonnect was the first RMIS provider to bring risk together under one roof, giving customers a unified, interconnected experience with unparalleled insights for making confident decisions.<\/p>\n<p><strong>How much data cleansing and consolidation is\u202fa\u202fdo-it-yourself\u202fproject \u2013 or an unexpected added expense?<br>\n<\/strong>Data quality is a key contributor to RMIS effectiveness, according to 61% of respondents. Many vendors, however, glaze over the data-integration process, expecting customers to deliver clean, consolidated,\u202fready-to-go\u202fdata \u2013 or pay up for help. Riskonnect\u202fset the bar for best-practice standards, where data is cleansed at the source with both standard business rules and customizable edits. Not only does this protect the integrity of information from the start, it saves you from having to fix bad data down the road.<\/p>\n<p><strong>How secure is the RMIS?<br>\n<\/strong>Security is a critical issue, and it\u2019s important to dig into vendors\u2019 assertions. Where is data housed? Has system security been verified independently?\u202fRiskonnect protects a company\u2019s data with tight access controls, strong firewalls, global data centres \u2013\u202fand best-in-class security\u202fverified by independent third parties.<\/p>\n<p><strong>Is that low introductory rate for real?<br>\n<\/strong>Some vendors like to offer extremely low prices but then gouge you post-signature with ongoing change and support fees. Riskonnect is straightforward about what you get and what it costs. <a href=\"https:\/\/riskonnect.com\/en-gb\/golive\/\" target=\"_blank\" rel=\"noopener\">Riskonnect\u2019s GoLive<\/a>! implementation services offers three options of customisation, all designed to achieve your business objectives as quickly as possible.<\/p>\n<p><img decoding=\"async\" class=\"lazyload blogimgrt2 alignnone\" src=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27400%27%20height%3D%27280%27%20viewBox%3D%270%200%20400%20280%27%3E%3Crect%20width%3D%27400%27%20height%3D%27280%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/05\/What-kind-of-support-is-provided-post-implementation.webp\" alt=\"What kind of support is provided post implementation\" width=\"400\" height=\"280\"><strong>What kind of support is provided post implementation?<br>\n<\/strong>Implementation is just the start. A RMIS needs to grow and change along with your needs and technological advances. At Riskonnect, ongoing support is provided by a dedicated customer success team that focuses on stakeholder engagement, value, and adoption. This dedication to excellent service has not gone unnoticed. Customers scored Riskonnect highest in customer support and understanding customers\u2019 needs among all vendors surveyed.<\/p>\n<p>The future of RMIS is connected, intelligent, integrated, and intentional, says the report. The challenge is to activate the full range of capabilities available in a modern RMIS. Riskonnect puts all your risk under one roof with interconnected, easy-to-use software \u2013 and a total dedication to customer outcomes. Is your current platform able to do that for you?<\/p>\n<div class=\"fusion-separator\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:20px;margin-bottom:30px;width:100%;max-width:68%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;--awb-sep-color:#df6a2d;border-color:#df6a2d;border-top-width:1px;\"><\/div><\/div>\n<p><em>Riskonnect is the world\u2019s largest and most popular RMIS.\u202fFor more information, check out <a href=\"https:\/\/riskonnect.com\/solutions\/risk-management-information-systems\/\" target=\"_blank\" rel=\"noopener\">Riskonnect\u2019s Risk Management Information Systems<\/a> solution, and download the <a href=\"https:\/\/us01.z.antigena.com\/l\/2d41PQWhDgbG4gC~L6m7O7fHSfNKaCIswZEX8gMQW2TKtU~GfBHhRRXDPGaBapNM3BEdA4zGHpJzd_etpR00bnwJJvoZwor15GJowCAjTrg13zHIcm3umSyPImWzrMeS_F9NYlF-5XI2xxsm2PBQ_DmL_fJf1prtAK8QIsm9bIUm-kgWIPRXmWPkfTb8Il9MZ3jXiAcsZE19f~y3bFG1ndC6N_qnxEYjBm6FLWCwPFvg\" target=\"_blank\" rel=\"noopener\">full 2026 RMIS Report by Redhand Advisors<\/a>. <\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":152462,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5687,5877,5900,5688],"tags":[6471],"class_list":["post-152461","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-claims-administration-en-gb","category-governance-risk-and-compliance","category-reports-en-gb","category-risk-management-information-systems-en-gb","tag-blog-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Redhand\u2019s 2026 RMIS Report: Riskonnect Named a Leader for the 9th Consecutive Year · Riskonnect<\/title>\n<meta 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Desilva"}}]}},"_links":{"self":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/152461","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/users\/28"}],"replies":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/comments?post=152461"}],"version-history":[{"count":0,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/152461\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media\/152462"}],"wp:attachment":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media?parent=152461"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/categories?post=152461"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/tags?post=152461"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}},{"id":152463,"date":"2026-05-01T11:47:45","date_gmt":"2026-05-01T15:47:45","guid":{"rendered":"https:\/\/riskonnect.com\/uncategorized-en-gb\/riskonnect-celebrates-standout-risk-leaders-at-annual-european-customer-conference\/"},"modified":"2026-05-01T11:47:45","modified_gmt":"2026-05-01T15:47:45","slug":"riskonnect-celebrates-standout-risk-leaders-at-annual-european-customer-conference","status":"publish","type":"post","link":"https:\/\/riskonnect.com\/en-gb\/press-en-gb\/riskonnect-celebrates-standout-risk-leaders-at-annual-european-customer-conference\/","title":{"rendered":"Riskonnect Celebrates Standout Risk Leaders at Annual European Customer Conference"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-4 nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-3 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;--awb-margin-bottom:0px;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-4\" style=\"--awb-text-transform:none;\"><p><span style=\"color: #999999;\"><em>Customers honoured for advancing risk management and bringing Riskonnect\u2019s core values to life<\/em><\/span><\/p>\n<p><span style=\"color: #999999;\"><em>April 29, 2026<\/em><\/span><\/p>\n<p>LONDON, April 29, 2026 \/PRNewswire\/ \u2014 <a href=\"https:\/\/riskonnect.com\/en-gb\/\" target=\"_blank\" rel=\"noopener\">Riskonnect<\/a>, the leader in integrated risk management (IRM) solutions, today announced the winners of its 2026 customer awards at Konnect Fest 2026. The annual program celebrates customers that redefine what\u2019s possible in risk management and exemplify Riskonnect\u2019s core values: Pioneer, Spark, Focus and Community.<\/p>\n<p>\u201cOur customers are navigating increasingly complex and interconnected risk challenges every day, and these awards recognise the teams that are making a real impact,\u201d said Jim Wetekamp, CEO of Riskonnect. \u201cThey are strengthening their risk strategies, gaining a more complete view of risk across their organisations, and improving how they anticipate and respond to cascading impacts. We are proud to celebrate their achievements.\u201d<\/p>\n<p>Riskonnect recognised eight organisations across four categories tied to its core values, one new customer welcomed into the Riskonnect community, and one partner honoured for its role in supporting customer success.<\/p>\n<p>The Pioneer category celebrates customers that explore ways to deliver new value, foster creativity, and reach beyond boundaries. Winners of the Pioneer award include:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.travelopia.com\/\" target=\"_blank\" rel=\"noopener\">Travelopia<\/a><\/li>\n<li><a href=\"https:\/\/somersetbridgegroup.com\/\" target=\"_blank\" rel=\"noopener\">Somerset Bridge Group<\/a><\/li>\n<\/ul>\n<p>The Spark category recognises those that use drive and commitment to energise, engage, and inspire others. Riskonnect presented the Spark award to <a href=\"https:\/\/www.pinnaclepetgroup.com\/\" target=\"_blank\" rel=\"noopener\">Pinnacle Pet Group<\/a>, with another Spark award also presented to an additional customer.<\/p>\n<p>The Focus category honours customers that show relentless commitment to continuous improvement and work with passion and purpose to do what\u2019s important. Riskonnect presented the Focus award to <a href=\"https:\/\/www.swisslife.ch\/en\/individuals.html\" target=\"_blank\" rel=\"noopener\">Swiss Life<\/a>, with an additional Focus honour also awarded to another customer.<\/p>\n<p>The Community category celebrates customers that operate with mutual respect, communicate openly, and collaborate in a way that draws on collective strengths. Riskonnect presented the Community honour to the State Claims Agency, part of the <a href=\"https:\/\/www.ntma.ie\/\" target=\"_blank\" rel=\"noopener\">National Treasury Management Agency<\/a>, with an additional Community award also presented to another customer.<\/p>\n<p>Riskonnect also recognised a new customer:<\/p>\n<ul>\n<li><a href=\"https:\/\/www.jet2holidays.com\/\" target=\"_blank\" rel=\"noopener\">Jet2holidays<\/a><\/li>\n<\/ul>\n<p>Riskonnect also spotlighted its channel partner AlertMedia for consistently demonstrating exceptional performance, innovation, and commitment to shared success.<\/p>\n<p>Riskonnect hosted the awards ceremony on Tuesday, April 28, during its Konnect Fest 2026 conference in London, England. Held annually, the event brings together risk management leaders to exchange ideas and drive progress across the industry.<\/p>\n<p>For more information, visit <a href=\"https:\/\/riskonnect.com\/en-gb\/\" target=\"_blank\" rel=\"noopener\">riskonnect.com<\/a>.<\/p>\n<h4 class=\"h4spacing\">About Riskonnect<\/h4>\n<p>Riskonnect is the leading integrated risk management software solution provider. Our technology empowers organisations with the ability to anticipate, manage, and respond in real time to strategic and operational risks across the extended enterprise.<\/p>\n<p>More than 2,700 customers across six continents partner with Riskonnect to gain previously unattainable insights that deliver better business outcomes. Riskonnect has more than 1,500 risk management experts in the Americas, Europe, and Asia-Pacific. To learn more, visit <a href=\"https:\/\/riskonnect.com\/en-gb\/\" target=\"_blank\" rel=\"noopener\">www.riskonnect.com<\/a>.<br>\n\u2014<br>\n<strong>Media Contact:<\/strong><br>\nCorporate Ink for Riskonnect<br>\nEmma Nadeau<br>\n<a href=\"mailto:riskonnect@corporateink.com\">riskonnect@corporateink.com<\/a><\/p>\n<\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":120079,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5649],"tags":[],"class_list":["post-152463","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-press-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Riskonnect Celebrates Standout Risk 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to Expand from RMIS to ERM"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-5 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-4 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-5\"><p>Risk management has long been synonymous with managing insurance and claims. Success comes to those who can harness the mountain of data, streamline their processes, and optimise their insurance program. And a RMIS does that beautifully.<\/p>\n<p>But business risks are much more than those related to insurance and claims. Cyberattacks, regulatory change, geopolitical upheaval, supply chain problems, and environmental disasters are all real threats with the potential to wreak real damage. These risks need to be recognised, evaluated, and acted upon to protect the business.<\/p>\n<h3 class=\"h4spacing\">Look Beyond Insurance<\/h3>\n<p><img decoding=\"async\" class=\"lazyload alignright wp-image-152128 size-full\" src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/Look-Beyond-Insurance.webp\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/Look-Beyond-Insurance.webp\" alt=\"Look Beyond Insurance\" width=\"400\" height=\"208\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27400%27%20height%3D%27208%27%20viewBox%3D%270%200%20400%20208%27%3E%3Crect%20width%3D%27400%27%20height%3D%27208%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/Look-Beyond-Insurance-200x104.webp 200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/Look-Beyond-Insurance-300x156.webp 300w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/Look-Beyond-Insurance.webp 400w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 400px) 100vw, 400px\" \/>Enterprise risk management software is like a RMIS for risks that aren\u2019t typically covered by insurance. It applies a structured, proactive process to understand all risks, how they relate to each other, and the cumulative impact on the organisation. Leaders get consistent, high-quality data and insight to make informed decisions about the future with an eye toward minimising losses and maximising opportunities for growth.<\/p>\n<p>Expanding to ERM, however, does not mean you must rip out your current risk management program by the roots. Indeed, processes that are working well can often be rolled out across the enterprise.<\/p>\n<p>The best place to start your ERM journey is to examine your current processes, people, and technology to determine what is working and what could use improvement, then evaluate that in terms of extending risk management across the enterprise. Let your RMIS experience be your guide.<\/p>\n<h4 class=\"h4spacing\">The Easy Way to Start<\/h4>\n<p>What do you need to add, change, or expand to get you where you want to go? Here are six steps to get started.<\/p>\n<ol>\n<li><strong>Identify your risks and the potential impact on the organisation.<\/strong> What is your strategy for responding to risk \u2013 and how will ERM help create and protect value?<\/li>\n<li><strong>Leverage what your organisation is already doing to manage risk.<\/strong> Apply current practices and strategies for managing well-understood risks \u2013 like worker injuries \u2013 to other risks.<\/li>\n<li><strong>Build support.<\/strong> Enlist the support of all stakeholders \u2013 operations, sales, accounting, legal, and more to identify threats. And designate a leader \u2013 preferably from the C-suite \u2013 to champion the ERM cause.<\/li>\n<li><strong>Break it down.<\/strong> The idea of managing all risks can be overwhelming at first, so start with the risks that have the biggest impact on the company\u2019s success and build from there.<\/li>\n<li><strong>Assign accountability.<\/strong> Designate responsibility for each risk \u2013 a risk owner \u2013 to whoever is most closely associated with that risk.<\/li>\n<li><strong>Report on progress.<\/strong> How has ERM added value to the organisation?<\/li>\n<\/ol>\n<h4 class=\"h4spacing\">How Technology Can Help<\/h4>\n<p><img decoding=\"async\" class=\"lazyload alignright wp-image-152127 size-full\" src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/How-Technology-Can-Help.webp\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/How-Technology-Can-Help.webp\" alt=\"How Technology Can Help\" width=\"400\" height=\"208\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27400%27%20height%3D%27208%27%20viewBox%3D%270%200%20400%20208%27%3E%3Crect%20width%3D%27400%27%20height%3D%27208%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/How-Technology-Can-Help-200x104.webp 200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/How-Technology-Can-Help-300x156.webp 300w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/04\/How-Technology-Can-Help.webp 400w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 400px) 100vw, 400px\" \/>Managing risk at an enterprise level is virtually impossible with spreadsheets. It takes the power of today\u2019s cloud-based technology to successfully manage high-level risks on such a broad scale.<\/p>\n<p>ERM software gathers all risk-related information into one source \u2013 which alone adds value to the organisation by increasing efficiency in the process, as well as accuracy and consistency in the data. The most advanced software has embedded AI that can augment human capabilities by quickly analysing huge data sets, identifying patterns too subtle for humans to see, and answering questions based on what it has learned.<\/p>\n<p>The software also can help you:<\/p>\n<p><strong>Identify threats.<\/strong> ERM software automates and streamlines risk assessments \u2013 including industry-specific, general enterprise, and emerging issues \u2013 adding structure, efficiency, and consistency.<\/p>\n<p><strong>Understand the impact of risks.<\/strong> ERM software helps you gauge the positive and negative impact of threats, at both individual and collective levels.<\/p>\n<p><strong>Visualise interconnections between risks.<\/strong> ERM software with built-in artificial intelligence can instantly ingest information from any source, summarise the implications, and display the results using advanced visualisation tools that help you instantly understand your biggest threats within a broader context.<\/p>\n<p><strong>Enhance communication.<\/strong> ERM software makes it easy to run custom reports that showcase what matters most to your stakeholders.<\/p>\n<p><strong>Prioritise risks.<\/strong> ERM software offers easily customizable dashboards that put the data most important to you front and centre so you can take action where needed.<\/p>\n<h4 class=\"h4spacing\">Making Your Case<\/h4>\n<p>Getting top-level buy-in is essential not only for advanced enterprise risk management software, but for an effective program itself.<\/p>\n<p>A successful business case will go beyond just the cost of the software and the time that will be saved by the risk management team. To secure the full support of leaders, elevate the conversation by focusing on the value, performance, and competitive edge that advanced ERM software will bring to the entire organisation. As proof, you can point to the value of data accuracy, consistency, and reliability that your RMIS is already delivering.<\/p>\n<p>Agile companies want the full picture of risk \u2013 insurable and noninsurable \u2013 in one place. Expanding your RMIS software to ERM builds the bridge that connects all risks into single view that supports the kind of informed decision-making that will give your organisation the edge over competitors.<\/p>\n<p>In an environment of fast-moving, interconnected risks, the business cost of reacting too slowly or ineffectively multiplies by the second. The biggest risk \u2013 and cost \u2013 could come from doing nothing at all.<\/p>\n<p><div class=\"fusion-separator\" style=\"align-self: center;margin-left: auto;margin-right: auto;margin-top:20px;margin-bottom:30px;width:100%;max-width:68%;\"><div class=\"fusion-separator-border sep-single sep-solid\" style=\"--awb-height:20px;--awb-amount:20px;--awb-sep-color:#df6a2d;border-color:#df6a2d;border-top-width:1px;\"><\/div><\/div><br>\n<em>For more on enterprise risk management, download the ebook <a href=\"https:\/\/riskonnect.com\/en-gb\/content-library\/enterprise-risk-management-success\/\" target=\"_blank\" rel=\"noopener\">Charting a Course for Enterprise Risk<\/a> Management, and check out Riskonnect\u2019s <a href=\"https:\/\/riskonnect.com\/en-gb\/erm-software\/\" target=\"_blank\" rel=\"noopener\">Enterprise Risk Management software<\/a> solution.<\/em><\/p>\n<\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":152465,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5682,5688],"tags":[],"class_list":["post-152464","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-enterprise-risk-management-en-gb","category-risk-management-information-systems-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>How to Expand from RMIS to ERM · Riskonnect<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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Agents Can Enable Risk Managers to Become ‘Enterprise Nervous System’"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-6 nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-5 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;--awb-margin-bottom:0px;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-6\" style=\"--awb-text-transform:none;\"><p><span style=\"color: #999999;\"><em>Technology to automate risk management tasks with more sophisticated tools on the way, says Riskonnect<\/em><\/span><\/p>\n<p><em><span style=\"color: #999999;\"><a href=\"https:\/\/www.commercialriskonline.com\/ai-agents-can-enable-risk-managers-to-become-enterprise-nervous-system\/\" target=\"_blank\" rel=\"noopener\">Commercial Risk<\/a>, April 7, 2026<\/span><\/em><\/p>\n<p>AI agents will increasingly take on and automate everyday risk management tasks, according to Jim Wetekamp, chief executive of U.S.-based risk management software firm Riskonnect.<\/p>\n<p>Using agentic AI technology, AI agents are now beginning to carry out risk management tasks autonomously, explained Wetekamp. More sophisticated AI tools that can perform risk analytics, scenario modelling and continuous monitoring will become available and more robust over the next twelve months or so, he told Commercial Risk.<\/p>\n<p>Risk management teams have the opportunity to use AI to become the \u201centerprise nervous system,\u201d according to Wetekamp.<\/p>\n<p>\u201cAI is helping [risk managers] sense earlier, connect faster, and respond smarter. The more systems they get connected to \u2013 horizon scanning, the enterprise resource planning system, employee travel and logistics \u2013 the more data they can touch and the more models they can build. It will enable risk prediction based on the behaviour of the organisation and actively mitigate or stop it,\u201d he said.<\/p>\n<p><strong><em>Read the full article in <a href=\"https:\/\/www.commercialriskonline.com\/ai-agents-can-enable-risk-managers-to-become-enterprise-nervous-system\/\" target=\"_blank\" rel=\"noopener\">Commercial Risk<\/a>.<\/em><\/strong> <i class=\"fa-arrow-right fas awb-button__icon awb-button__icon--default button-icon-right\" aria-hidden=\"true\"><\/i><\/p>\n<\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":152467,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5649],"tags":[],"class_list":["post-152466","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-press-en-gb"],"yoast_head":"<!-- This site is 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to Protection: Best AI Use Cases for Manufacturers in 2026"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-7 nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-6 fusion_builder_column_1_1 1_1 fusion-one-full fusion-column-first fusion-column-last\" style=\"--awb-bg-size:cover;--awb-margin-bottom:0px;\"><div class=\"fusion-column-wrapper fusion-flex-column-wrapper-legacy\"><div class=\"fusion-text fusion-text-7\" style=\"--awb-text-transform:none;\"><p><span style=\"color: #999999;\"><em>By Jim Wetekamp, CEO at Riskonnect | Published by <a href=\"https:\/\/www.ien.com\/artificial-intelligence\/blog\/22962475\/performance-to-protection-best-ai-use-cases-for-manufacturers-in-2026\" target=\"_blank\" rel=\"noopener\">Industrial Equipment News<\/a> | March 12, 2026 <\/em><\/span><\/p>\n<h2 class=\"h2blog-22\"><em>Despite an increase in social and market disruptions, operational continuity must be maintained.<\/em><\/h2>\n<p>AI is changing how modern manufacturers navigate disruptions, innovate and make mission-critical decisions. <a href=\"https:\/\/www.cohnreznick.com\/insights\/manufacturing-checkup-artificial-intelligence#:~:text=Three,improve%20performance%2C%20and%20increase%20productivity\" target=\"_blank\" rel=\"noopener\">Three-fourths of manufacturers<\/a> are already investing in AI to improve performance and productivity and <a href=\"https:\/\/riskonnect.com\/en-gb\/content-library\/new-generation-risk-report-2025\/\" target=\"_blank\" rel=\"noopener\">70 percent of organisations<\/a> across industries now use or plan to use AI to help manage risk \u2013 up from 62 percent the previous year.<\/p>\n<p>Processes that used to be slow, manual, and siloed are becoming faster, intelligent, and integrated across the factory floor and global supply chains.<\/p>\n<p>Manufacturers are operating in a highly volatile environment. Nearly three-quarters of risk leaders say political volatility is impacting their business, and almost half anticipate severe supply chain disruptions under prolonged trade tensions.<\/p>\n<p>As the risks these companies face evolve and pressures mount, many are rethinking their approaches to risk management and are turning to AI to help them be more proactive and protect the business.<\/p>\n<p><strong><em>Read the full article in <a href=\"https:\/\/www.garp.org\/risk-intelligence\/operational\/risk-outlook-2025-250214\" target=\"_blank\" rel=\"noopener\">IEN<\/a> for more on keeping up with growing AI demands when budgets are flat.<\/em><\/strong> <i class=\"fa-arrow-right fas awb-button__icon awb-button__icon--default button-icon-right\" aria-hidden=\"true\"><\/i><\/p>\n<\/div><div class=\"fusion-clearfix\"><\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":3,"featured_media":152469,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5686,5649],"tags":[],"class_list":["post-152468","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ai-en-gb","category-press-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Performance to Protection: Best AI Use Cases for Manufacturers in 2026 · Riskonnect<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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Co."},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-8 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-7 fusion_builder_column_1_1 1_1 fusion-flex-column\" 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<\/iframe>\n<\/div>\n<script src=\"https:\/\/player.vimeo.com\/api\/player.js\"><\/script><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":151303,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5920],"tags":[],"class_list":["post-151302","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-customer-success-stories-video-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Kohler Co. · Riskonnect<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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Inc.","url":"https:\/\/riskonnect.com\/en-gb\/","logo":{"@type":"ImageObject","inLanguage":"en-GB","@id":"https:\/\/riskonnect.com\/en-gb\/#\/schema\/logo\/image\/","url":"https:\/\/riskonnect.com\/wp-content\/uploads\/2019\/07\/risk-logo.png","contentUrl":"https:\/\/riskonnect.com\/wp-content\/uploads\/2019\/07\/risk-logo.png","width":600,"height":198,"caption":"Riskonnect, Inc."},"image":{"@id":"https:\/\/riskonnect.com\/en-gb\/#\/schema\/logo\/image\/"},"sameAs":["https:\/\/www.facebook.com\/riskonnect\/","https:\/\/x.com\/Riskonnect","https:\/\/www.instagram.com\/riskonnect\/","https:\/\/www.linkedin.com\/company\/riskonnect-inc","https:\/\/www.youtube.com\/user\/Riskonnect"]},{"@type":"Person","@id":"https:\/\/riskonnect.com\/en-gb\/#\/schema\/person\/28bc8f7f57820598e3986900ce830d4e","name":"Madura 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Desilva"}}]}},"_links":{"self":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/151302","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/users\/28"}],"replies":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/comments?post=151302"}],"version-history":[{"count":0,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/posts\/151302\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media\/151303"}],"wp:attachment":[{"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/media?parent=151302"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/categories?post=151302"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/riskonnect.com\/en-gb\/wp-json\/wp\/v2\/tags?post=151302"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}},{"id":151304,"date":"2026-04-01T20:39:30","date_gmt":"2026-04-02T00:39:30","guid":{"rendered":"https:\/\/riskonnect.com\/uncategorized-en-gb\/kohler-co\/"},"modified":"2026-04-02T12:03:51","modified_gmt":"2026-04-02T16:03:51","slug":"kohler-co","status":"publish","type":"post","link":"https:\/\/riskonnect.com\/en-gb\/customer-success-stories-en-gb\/kohler-co\/","title":{"rendered":"Kohler Co."},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-9 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-9 fusion_builder_column_1_2 1_2 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:50%;--awb-margin-top-large:0px;--awb-spacing-right-large:3.84%;--awb-margin-bottom-large:0px;--awb-spacing-left-large:3.84%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\" data-scroll-devices=\"small-visibility,medium-visibility,large-visibility\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-9 fusion-text-no-margin\" style=\"--awb-margin-bottom:25px;\"><p><em>Tori Reich, systems analyst with Kohler, explains how Riskonnect is helping this global manufacturer, best known for its plumbing products, gain an unobstructed view of insurable risk to understand its total cost of risk.<\/em><\/p>\n<\/div><div class=\"fusion-image-element \" style=\"--awb-margin-bottom:10px;--awb-max-width:360px;--awb-caption-title-font-family:var(--h2_typography-font-family);--awb-caption-title-font-weight:var(--h2_typography-font-weight);--awb-caption-title-font-style:var(--h2_typography-font-style);--awb-caption-title-size:var(--h2_typography-font-size);--awb-caption-title-transform:var(--h2_typography-text-transform);--awb-caption-title-line-height:var(--h2_typography-line-height);--awb-caption-title-letter-spacing:var(--h2_typography-letter-spacing);\"><span class=\" fusion-imageframe imageframe-none imageframe-1 hover-type-none\"><a class=\"fusion-no-lightbox\" href=\"https:\/\/riskonnect.com\/customer-success-stories-video\/americold\/\" target=\"_self\" aria-label=\"Kohler Company\"><img decoding=\"async\" width=\"420\" height=\"224\" alt=\"Kohler Company\" src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/KohlerCompany-Video-Header.webp\" data-orig-src=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/KohlerCompany-Video-Header.webp\" class=\"lazyload img-responsive wp-image-151303\" srcset=\"data:image\/svg+xml,%3Csvg%20xmlns%3D%27http%3A%2F%2Fwww.w3.org%2F2000%2Fsvg%27%20width%3D%27420%27%20height%3D%27224%27%20viewBox%3D%270%200%20420%20224%27%3E%3Crect%20width%3D%27420%27%20height%3D%27224%27%20fill-opacity%3D%220%22%2F%3E%3C%2Fsvg%3E\" data-srcset=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/KohlerCompany-Video-Header-200x107.webp 200w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/KohlerCompany-Video-Header-400x213.webp 400w, https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/KohlerCompany-Video-Header.webp 420w\" data-sizes=\"auto\" data-orig-sizes=\"(max-width: 1024px) 100vw, (max-width: 640px) 100vw, 420px\" \/><\/a><\/span><\/div><div ><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-1 fusion-button-span-no btn-22-text\" style=\"--awb-margin-top:0px;--awb-margin-right:0px;--awb-margin-bottom:0px;--awb-margin-left:0px;--awb-padding-top:0px;--awb-padding-right:0px;--awb-padding-bottom:0px;--awb-padding-left:0px;--button_accent_color:#e26b2b;--button_accent_hover_color:#e26b2b;--button_border_hover_color:#ffffff;--button_border_width-top:0px;--button_border_width-right:0px;--button_border_width-bottom:0px;--button_border_width-left:0px;--button-border-radius-top-left:0px;--button-border-radius-top-right:0px;--button-border-radius-bottom-right:0px;--button-border-radius-bottom-left:0px;--button_gradient_top_color:rgba(0,0,0,0);--button_gradient_bottom_color:rgba(0,0,0,0);--button_gradient_top_color_hover:rgba(0,0,0,0);--button_gradient_bottom_color_hover:rgba(0,0,0,0);--button_text_transform:none;--button_font_size:20px;--button_typography-font-family:"Lato";--button_typography-font-style:normal;--button_typography-font-weight:900;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/riskonnect.com\/customer-success-stories-video\/kohler-rmis-total-cost-of-risk-case-study\/\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">WATCH THE VIDEO<\/span><i class=\"fa-arrow-right fas awb-button__icon awb-button__icon--default button-icon-right\" aria-hidden=\"true\"><\/i><\/a><\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-10 fusion_builder_column_1_2 1_2 fusion-flex-column\" style=\"--awb-padding-top:20px;--awb-padding-right:20px;--awb-padding-bottom:20px;--awb-padding-left:20px;--awb-bg-size:cover;--awb-border-color:#bfbfbf;--awb-border-top:1px;--awb-border-right:1px;--awb-border-bottom:1px;--awb-border-left:1px;--awb-border-style:solid;--awb-width-large:50%;--awb-margin-top-large:0px;--awb-spacing-right-large:3.84%;--awb-margin-bottom-large:0px;--awb-spacing-left-large:3.84%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\" data-scroll-devices=\"small-visibility,medium-visibility,large-visibility\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-10 fusion-text-no-margin\" style=\"--awb-margin-bottom:0px;\"><p>ORGANISATION OVERVIEW<\/p>\n<ul>\n<li>Manufacturing industry<\/li>\n<li>$10+ billion in revenue<\/li>\n<li>40,000+ employees<\/li>\n<li>Headquartered in Kohler, Wisc.<\/li>\n<\/ul>\n<p>RISKONNECT SOLUTION<\/p>\n<ul>\n<li>RMIS<\/li>\n<\/ul>\n<\/div><\/div><\/div><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-11 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\" data-scroll-devices=\"small-visibility,medium-visibility,large-visibility\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-11 fusion-text-no-margin\" style=\"--awb-margin-top:0px;--awb-margin-bottom:30px;\"><h2 class=\"hsection1-notop\" style=\"margin-top: 50px !important;\">Challenge<\/h2>\n<p>\u201cWhat brought us to Riskonnect was the need to do more than just manage claims. We needed to bring in all the pieces of the puzzle to give us a holistic view of risk \u2013 that being our properties, our property renewals, our policies, our incidents and intake portal.\u201d<\/p>\n<p>\u201cIt\u2019s important to us to get that holistic view of risk because we want to understand our total cost of risk.\u201d<\/p>\n<h2 class=\"hsection1\">Solution<\/h2>\n<p>\u201cThrough Riskonnect and being able to work towards viewing our total cost of risk, we are now able to be a lot more transparent with our businesses and helping them understand their piece within that total cost.\u201d<\/p>\n<p>\u201cWe report total customers back to the business, and then they use that for justification for the spend. We have details behind it that we can share with them. We can get as granular as they want to understand what products are involved or if there are any red flags. They can also use it for budgeting for the next year and potentially beyond.\u201d<\/p>\n<h2 class=\"hsection1\">Results<\/h2>\n<p>\u201cRiskonnect has helped us bring all of the pieces of the puzzle together to give us that holistic view of risk. And we are closer than we have ever been before to understanding our total cost of risk and what that all entails.\u201d<\/p>\n<p>\u201cRiskonnect has been very well received. Everybody enjoys having all of their data in one system and being able to reap the rewards from that in terms of reporting and dashboards and seeing the output of what they\u2019re doing.\u201d<\/p>\n<h3 class=\"hsection1\">What she likes best \u2026<\/h3>\n<p><strong>About the software:<br>\n<\/strong>\u201cMy favorite capability of Riskonnect is reporting and dashboards. I love data, and I love being able to visualise it and create things that we\u2019ve never been able to create before.\u201d<\/p>\n<p><strong>About Riskonnect:<br>\n<\/strong>\u201cAn unexpected benefit from bringing all this together, I wouldn\u2019t say is from a product standpoint, but a people standpoint. The people behind Riskonnect are the ones that truly make things happen. They\u2019re there to support you, and they want you to succeed. It\u2019s much different than any other software vendor I\u2019ve ever worked with. We\u2019ve built a great partnership.\u201d<\/p>\n<\/div><div ><a class=\"fusion-button button-flat fusion-button-default-size button-custom fusion-button-default button-2 fusion-button-span-no btn-22-text\" style=\"--awb-margin-top:0px;--awb-margin-right:0px;--awb-margin-bottom:0px;--awb-margin-left:0px;--awb-padding-top:0px;--awb-padding-right:10px;--awb-padding-bottom:0px;--awb-padding-left:0px;--button_accent_color:#e26b2b;--button_accent_hover_color:#e26b2b;--button_border_hover_color:#ffffff;--button_border_width-top:0px;--button_border_width-right:0px;--button_border_width-bottom:0px;--button_border_width-left:0px;--button-border-radius-top-left:0px;--button-border-radius-top-right:0px;--button-border-radius-bottom-right:0px;--button-border-radius-bottom-left:0px;--button_gradient_top_color:rgba(0,0,0,0);--button_gradient_bottom_color:rgba(0,0,0,0);--button_gradient_top_color_hover:rgba(0,0,0,0);--button_gradient_bottom_color_hover:rgba(0,0,0,0);--button_text_transform:none;--button_font_size:20px;--button_typography-font-family:"Lato";--button_typography-font-style:italic;--button_typography-font-weight:400;\" target=\"_blank\" rel=\"noopener noreferrer\" href=\"https:\/\/riskonnect.com\/customer-success-stories-video\/kohler-rmis-total-cost-of-risk-case-study\/\"><span class=\"fusion-button-text awb-button__text awb-button__text--default\">Watch the full interview here.<\/span><i class=\"fa-arrow-right fas awb-button__icon awb-button__icon--default button-icon-right\" aria-hidden=\"true\"><\/i><\/a><\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":151305,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5747],"tags":[],"class_list":["post-151304","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-customer-success-stories-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Kohler Co. · Riskonnect<\/title>\n<meta name=\"description\" content=\"Kohler explains how Riskonnect is helping this global manufacturer of plumbing products, gain an unobstructed view of insurance to understand its total cost of risk.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/riskonnect.com\/en-gb\/customer-success-stories-en-gb\/kohler-co\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Kohler Co.\" \/>\n<meta property=\"og:description\" content=\"Protect your retail infrastructure and reduce costly downtime. Learn how to manage cyber and IT risk with a best-practice framework for the retail sector.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/riskonnect.com\/en-gb\/customer-success-stories-en-gb\/kohler-co\/\" \/>\n<meta property=\"og:site_name\" content=\"Riskonnect\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/riskonnect\/\" \/>\n<meta property=\"article:published_time\" content=\"2026-04-02T00:39:30+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2026-04-02T16:03:51+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/riskonnect.com\/wp-content\/uploads\/2026\/03\/Kohler-Company-Customer-Reference-Website-Image-600x320.webp\" \/>\n<meta name=\"author\" content=\"Madura Desilva\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:description\" content=\"Protect your retail infrastructure and reduce costly downtime. 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Continuity and Resilience During Mergers and Acquisitions"},"content":{"rendered":"<?xml encoding=\"utf-8\" ?><p><div class=\"fusion-fullwidth fullwidth-box fusion-builder-row-10 fusion-flex-container has-pattern-background has-mask-background nonhundred-percent-fullwidth non-hundred-percent-height-scrolling\" style=\"--awb-border-radius-top-left:0px;--awb-border-radius-top-right:0px;--awb-border-radius-bottom-right:0px;--awb-border-radius-bottom-left:0px;--awb-flex-wrap:wrap;\" ><div class=\"fusion-builder-row fusion-row fusion-flex-align-items-flex-start fusion-flex-content-wrap\" style=\"max-width:1248px;margin-left: calc(-4% \/ 2 );margin-right: calc(-4% \/ 2 );\"><div class=\"fusion-layout-column fusion_builder_column fusion-builder-column-12 fusion_builder_column_1_1 1_1 fusion-flex-column\" style=\"--awb-bg-size:cover;--awb-width-large:100%;--awb-margin-top-large:0px;--awb-spacing-right-large:1.92%;--awb-margin-bottom-large:20px;--awb-spacing-left-large:1.92%;--awb-width-medium:100%;--awb-order-medium:0;--awb-spacing-right-medium:1.92%;--awb-spacing-left-medium:1.92%;--awb-width-small:100%;--awb-order-small:0;--awb-spacing-right-small:1.92%;--awb-spacing-left-small:1.92%;\"><div class=\"fusion-column-wrapper fusion-column-has-shadow fusion-flex-justify-content-flex-start fusion-content-layout-column\"><div class=\"fusion-text fusion-text-12\"><p>During a merger or acquisition, the last thing you want is a disruption to your services. Wary customers, already watching for potential impacts to leadership or service level, may see even a slight disruption as their cue to look elsewhere. Maintaining business continuity during the transition doesn\u2019t just keep operations running; it builds customer trust, protects your brand, and gives you a competitive edge.<\/p>\n<p><a href=\"https:\/\/www.mckinsey.com\/capabilities\/m-and-a\/our-insights\/top-m-and-a-trends?utm_source=chatgpt.com\" target=\"_blank\" rel=\"noopener\">Mergers and acquisitions are on the rise<\/a> as organisations look to expand into new markets and add products and services. Growth offers opportunity, but it also brings complexity and risk that can disrupt operations. To manage these risks effectively, you should engage business continuity and operational resilience teams from day one.<\/p>\n<p>Postponing resilience planning until after the deal closes causes confusion. Overlapping systems, shifting reporting lines, and unclear roles create gaps in business continuity plans. Disruptions become more likely. Service quality drops, and customers look to competitors.<\/p>\n<p>When pursuing growth through M&A, investigate business continuity capabilities as part of your due diligence and selection criteria. By the time the transaction completes, you should already understand the target organisation\u2019s BCM program, including its key risks, dependencies, and recovery capabilities. Build an interim plan to align processes and address gaps, reducing disruption and supporting a smooth integration.<\/p>\n<h2 class=\"hsection1\">Why M&A Puts Resilience at Risk<\/h2>\n<p>Even well-planned mergers can strain your operations if the merging companies have different cultures, systems, and processes. The following challenges can disrupt business continuity:<\/p>\n<ul class=\"list-2\">\n<li><strong>Operational complexity doubling overnight:<\/strong>\u202fAs structures and processes merge, critical functions such as IT, finance, or customer support can overlap or lack clear ownership, creating gaps and miscommunication.<\/li>\n<li><strong>Technology stack overlap:\u202f<\/strong>Separate IT ecosystems can be challenging to integrate, leading to access issues, data loss, or outages.<\/li>\n<li><strong>Cultural misalignment:<\/strong>\u202fPoor communication, shifting processes, and competing priorities can lead to poor decisions that affect critical services.<\/li>\n<li><strong>Different risk appetites:<\/strong> Variations in risk tolerance can lead to insufficient controls and contingency planning.<\/li>\n<li><strong>Conflicting BCM approaches:<\/strong>\u202fOne organisation may have a mature, well-tested program, while the other relies on manual processes or outdated plans, compromising recovery time objectives (RTOs).<\/li>\n<li><strong>Increased regulatory exposure:<\/strong>\u202fEntering new markets or sectors introduces additional compliance requirements and reporting obligations. If not aligned, gaps can lead to fines, delays, or reputational harm.<\/li>\n<li><strong>Supply chain blind spots:\u202f<\/strong>Merging supplier networks can create duplicate vendors, hidden dependencies, or concentration risks. Without clear insight, one supplier failure can disrupt critical services.<\/li>\n<\/ul>\n<p>Each of these challenges can disrupt service delivery if not addressed early, as part of a structured plan. As systems merge, teams reorganise, and policies change, small gaps can grow into operational incidents without clear continuity governance.<\/p>\n<h2 class=\"hsection1\">8 Ways to Maintain Business Continuity and Resilience During an M&A<\/h2>\n<h3 class=\"sub1\">1. Assess Continuity Capabilities During Due Diligence<\/h3>\n<p>A target\u2019s business continuity and resilience program provides insight into its operational stability, exposure to disruption, and ability to recover from <a href=\"https:\/\/riskonnect.com\/en-gb\/incident-management-software\/\" target=\"_blank\" rel=\"noopener\">incidents<\/a>. Reviewing these capabilities before the deal closes helps identify integration risks early. During the due diligence phase:<\/p>\n<ul class=\"list-2\">\n<li>Evaluate the target organisation\u2019s business continuity plans.<\/li>\n<li>Verify how often teams update and test continuity plans and controls.<\/li>\n<li>Review test results, incident history, and past failures.<\/li>\n<li>Check if plans are practical and actionable, or merely documented.<\/li>\n<li>Confirm if they use a BCM platform or rely on manual processes.<\/li>\n<li>Identify gaps in governance, ownership, and oversight.<\/li>\n<li>Analyse how previous plan failures were addressed.<\/li>\n<li>Evaluate how recovery time objectives (RTOs) and risk appetite compare to yours.<\/li>\n<li>Assess the overall maturity of their BCM and resilience program.<\/li>\n<\/ul>\n<p>Early insight into the target organisation\u2019s risk and resilience profile helps you create mitigation plans and make better decisions. You reduce downtime and avoid inheriting vulnerabilities.<\/p>\n<h3 class=\"sub1\">2. Conduct a Combined Business Impact Analysis Early<\/h3>\n<p>Once executives sign the deal, involve business continuity subject matter experts (SMEs) from both organisations to perform a joint <a href=\"https:\/\/riskonnect.com\/en-gb\/resources\/business-impact-analysis-template\/\" target=\"_blank\" rel=\"noopener\">business impact analysis<\/a> (BIA).<\/p>\n<ul class=\"list-2\">\n<li>Identify critical services, systems, and regulatory obligations across both companies.<\/li>\n<li>Address interdependencies, differing risk appetites, and gaps in recovery capability.<\/li>\n<li>Align RTOs and recovery point objectives (RPOs) to ensure they fit within your overall <a href=\"https:\/\/riskonnect.com\/en-gb\/content-library\/cautious-approach-risk-appetite-stifling-business\/\" target=\"_blank\" rel=\"noopener\">risk appetite<\/a>.<\/li>\n<\/ul>\n<p>Involve business continuity SMEs from both organisations during the BIA. Their input uncovers hidden dependencies, ensures temporary controls are in place, and helps align processes and culture for a smooth transition.<\/p>\n<h3 class=\"sub1\">3. Map and Rationalise Systems and Technology Platforms<\/h3>\n<p>During technology integration in M&A, fragmented systems and siloed data create inefficiencies and increase the risk of security or privacy problems. To address this, take the following steps:<\/p>\n<ul class=\"list-2\">\n<li>Build an inventory of all technology platforms and applications across both organisations.<\/li>\n<li>Identify overlapping systems and integration risks across technology platforms, processes, and workflows.<\/li>\n<li>Protect mission-critical systems during migration to prevent downtime and customer-facing disruptions.<\/li>\n<li>Establish interim safeguards such as parallel systems, rollback plans, or enhanced monitoring during decommissioning or consolidation.<\/li>\n<\/ul>\n<p>Integration plans must include safeguards and contingency plans to prevent outages and maintain service continuity.<\/p>\n<h3 class=\"sub1\">4. Unify Risk Appetite and Governance Structures<\/h3>\n<p>Organisations entering an M&A rarely share the same governance model or risk appetite. Successful integration requires executive alignment across business units, risk functions, and operational teams.<\/p>\n<ul class=\"list-2\">\n<li>Align executive teams on shared risk thresholds, escalation protocols, and governance decision rights.<\/li>\n<li>Update contact lists to align with your Active Directory to clarify ownership and responsibility.<\/li>\n<li>Clarify decision-making authority and escalation routes during incidents and outages.<\/li>\n<li>Create combined crisis management teams and incident response protocols.<\/li>\n<li>Identify policies and processes that strengthen resilience and those that require enhancement.<\/li>\n<\/ul>\n<p>By prioritising strong business continuity from the start, you minimise incidents and downtime during integration. Involve resilience and BCM teams to build ownership, find strengths and gaps, and discover commonalities that guide alignment.<\/p>\n<h3 class=\"sub1\">5. Evaluate and Consolidate Third-Party Risk<\/h3>\n<p>M&A transactions combine not just companies, but also their third-party ecosystems, supply chains, and service providers. Third-party vendors affect continuity and resilience, so review them carefully.<\/p>\n<ul class=\"list-2\">\n<li>Create an inventory of vendors and suppliers across both organisations.<\/li>\n<li>Evaluate the resilience maturity of each vendor using questionnaires, audits, certifications, and SLAs.<\/li>\n<li>Assess overlapping vendors and identify potential redundancies.<\/li>\n<li>Ensure all suppliers meet compliance and security requirements and address gaps in certifications and controls.<\/li>\n<li>Map supply chain dependencies to identify single points of failure.<\/li>\n<\/ul>\n<p>Track the performance of your third parties, conduct assessments, and review compliance regularly during integration. Knowing the shared supply chain helps you spot risks, prevent disruptions, and lower regulatory and operational exposure.<\/p>\n<h3 class=\"sub1\">6. Standardise and Centralise BCM Data<\/h3>\n<p>Fragmented data poses integration challenges. Spreadsheets, disconnected BCM systems, and siloed reports make it hard to view recovery status and control effectiveness across both organisations.<\/p>\n<ul class=\"list-2\">\n<li>Establish a single source of truth for continuity and incident data during the transition.<\/li>\n<li>Evaluate BCM processes and look for opportunities to standardise and align.<\/li>\n<li>Review continuity data, dashboards, and reporting processes to pinpoint inconsistencies and gaps.<\/li>\n<li>Determine whether to unify both programmes on your existing platform or implement a more capable continuity solution.<\/li>\n<\/ul>\n<p>Over time, work towards aligning both BCM programmes on a single platform to improve visibility, reduce duplication, and streamline operations. Standardise terminology, risk categories, and reporting structures to lay the groundwork for consistent executive dashboards and board-level oversight.<\/p>\n<h3 class=\"sub1\">7. Build a Unified Resilience Culture<\/h3>\n<p>Resilience in mergers and acquisitions depends as much on people as on process. Provide clear guidance and training to help employees respond to crises in the new organisation.<\/p>\n<ul class=\"list-2\">\n<li>Communicate changes in continuity procedures proactively throughout the transition.<\/li>\n<li>Align terminology, governance, and process workflows, clarifying expectations for incident response, escalation, and reporting across legacy teams.<\/li>\n<li>Deploy <a href=\"https:\/\/riskonnect.com\/en-gb\/emergency-notification\/\" target=\"_blank\" rel=\"noopener\">emergency notification<\/a> and <a href=\"https:\/\/riskonnect.com\/en-gb\/crisis-management-software\/\" target=\"_blank\" rel=\"noopener\">crisis management<\/a> tools to ensure employees receive real-time updates.<\/li>\n<li>Use global <a href=\"https:\/\/riskonnect.com\/en-gb\/threat-intelligence-software\/\" target=\"_blank\" rel=\"noopener\">threat intelligence<\/a> tools to alert staff of emerging cyber and operational risks across the combined entity.<\/li>\n<\/ul>\n<p>By keeping staff informed using communication and threat-monitoring tools, employees can respond to incidents more quickly, reducing downtime during the transition.<\/p>\n<h3 class=\"sub1\">8. Continuously Monitor Integration Risk<\/h3>\n<p>Merging two companies unfolds over months or years, with systems, teams, and processes constantly changing. Continuous monitoring of integration risk helps prevent operational disruptions, control gaps, and service interruptions.<\/p>\n<ul class=\"list-2\">\n<li>Establish a dedicated risk register for integration-related issues.<\/li>\n<li>Define controls for identified risks.<\/li>\n<li>Track incidents, near misses, and ongoing vulnerabilities at all stages of the integration plan.<\/li>\n<li>Use incident and risk data from the integration risk register to refine BCM plans and prevent repeated disruptions during the merger.<\/li>\n<li>Report BCM status regularly to executive leadership and the board.<\/li>\n<\/ul>\n<p>By continuously tracking integration risks, you can make timely decisions, strengthen resilience, and assure stakeholders.<\/p>\n<h2 class=\"hsection1\">Merging BCM Programmes<\/h2>\n<p>Over time, work towards consolidating temporary M&A measures into a unified resilience program to avoid gaps and duplication of effort. Decide whether to consolidate both BCM programmes onto an existing platform or select a new <a href=\"https:\/\/riskonnect.com\/en-gb\/business-continuity-software\/\" target=\"_blank\" rel=\"noopener\">BCM tool<\/a> that supports consistent processes and effective continuity management.<\/p>\n<p>Before the combined resilience program can be set up on a platform, organisations will need to complete these 10 steps:<\/p>\n<ol class=\"list-2\">\n<li>Identify business-critical processes across both entities<\/li>\n<li>Plan how often BIAs will be conducted and what will be assessed<\/li>\n<li>Build recovery plans with clear steps and ownership<\/li>\n<li>Define a joint risk appetite and set controls to operate within it<\/li>\n<li>Align terminology, risk ratings, and categorisation<\/li>\n<li>Determine how often plans will be updated and checked for validity<\/li>\n<li>Implement robust controls and backups\u202fto ensure service continuity even during a crisis<\/li>\n<li>Build a schedule for regular plan testing, tabletop exercises, and simulations to check for gaps<\/li>\n<li>Establish a consistent incident reporting process with clear escalation routes and recovery steps<\/li>\n<li>Decide what metrics you want to present to the board to align reporting outputs<\/li>\n<\/ol>\n<p>Completing these steps before deploying the new combined program on a platform reinforces operational resilience and ensures compliance. It also supports a smoother implementation of the new program.<\/p>\n<h2 class=\"hsection1\">Combining Resilience Plans Across the Merged Entities<\/h2>\n<p>M&As present an opportunity to advance your resilience program, bring in fresh expertise, and consolidate legacy processes onto a unified BCM platform. With strong executive sponsorship and aligned governance, you can strengthen continuity, close operational gaps, and gain real-time visibility into recovery readiness and incident trends. Establishing a single, consistent program also saves time and reduces duplication.<\/p>\n<p>Business continuity and resilience platforms facilitate integration by centralising your data, automating processes, and aligning teams. They build consistent BCM practices, improve transparency, and accelerate decision-making, helping your combined organisation scale operations while maintaining uninterrupted service.<\/p>\n<h2 class=\"hsection1\">The Strategic Advantage of Resilience During M&A<\/h2>\n<p>Growth through acquisition should strengthen your organisation, not strain it. By integrating business continuity and resilience across the M&A lifecycle, you keep operations stable through ownership changes and integration complexity. This reduces disruption, safeguards revenue and brand reputation, and enables the combined organisation to realise its full strategic potential.<\/p>\n<p>During an M&A, customers expect uninterrupted service, regulators demand compliance, and employees require clarity, while competitors look to exploit weakness. A disciplined approach to continuity supports efficient transformation and minimizes avoidable setbacks.<\/p>\n<p>Undergoing a merger or acquisition, or aiming to strengthen your BCM program? Riskonnect can help. <a href=\"https:\/\/riskonnect.com\/en-gb\/contact-us\/\" target=\"_blank\" rel=\"noopener\">Contact us<\/a> or <a href=\"https:\/\/riskonnect.com\/en-gb\/schedule-free-demo\/\" target=\"_blank\" rel=\"noopener\">request a demo<\/a>.<\/p>\n<\/div><\/div><\/div><\/div><\/div>\n<\/p>","protected":false},"excerpt":{"rendered":"","protected":false},"author":28,"featured_media":150869,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5736,5924],"tags":[],"class_list":["post-150868","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-business-continuity-resilience-en-gb","category-business-continuity-management-en-gb"],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.5 (Yoast SEO v27.5) - https:\/\/yoast.com\/product\/yoast-seo-premium-wordpress\/ -->\n<title>Maintaining Continuity and Resilience During Mergers and 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- Exposes vulnerabilities before they escalate<\/strong>
- Shows which services stay operational and where gaps exist