How the risk landscape Is rapidly transforming — and what professionals need today

She teaches the Febelfin Academy course “New Challenges in Risk Management”, where she helps professionals rethink how organisations navigate disruption, interconnected risks and long‑term resilience.

Below, she shares her expert view on the profound transformations shaping the future of risk management.

1. What are the most significant evolutions in risk management today?

Risk has fundamentally transformed since the Covid crisis. Previously, risks were measurable uncertainties based on historical data. Today, however, organizations must navigate unmeasurable uncertainties driven by interconnected factors such as climate, technology, demographics and global governance. The time horizon of risk management has expanded. Instead of limiting the likelihood and severity of negative events over 1–3 years, organisations must now navigate an unpredictable future over 10–20 years, managing both uncertainty and resilience (absorbing shocks, recovering, adapting, advancing). A strong example is the shift towards purpose, agility and resilience‑driven strategies. Financial institutions increasingly integrate risk appetite frameworks and dynamic scenario planning to navigate volatile environments influenced by climate change, geopolitical instability and technological disruption.

2. What motivated you to deliver this training?
My motivation arises from the need to equip professionals with the mindset and tools required to manage a future marked by instability, complexity and unpredictability. I aim to help participants build resilience and embrace uncertainty as a neutral force that must be understood rather than feared. Professionals who rely heavily on past data or traditional cause‑and‑effect risk frameworks today often struggle the most. They need to adapt to long‑term uncertainty, interconnected risks and rapidly evolving systems and face significant learning hurdles.

3. Who faces the greatest challenges with these new developments?

Today, all functions are impacted. Uncertainty management and resilience have become strategic objectives led by executives and cascaded through all business, operational and support functions. Risk teams alone cannot carry this responsibility—organisations need risk champions embedded within business units.

4. Which competencies do you aim to strengthen in participants first and foremost?
Key capabilities include humility, passion to learn, critical thinking, adaptive decision‑making, scenario‑based thinking, and the ability to identify and respond to incomplete or ambiguous information. Communication and the ability to embed risk awareness across all functions are essential.

5. Can you share a recent trend in the financial sector?

The rise of non‑linear systemic risks—weather extremes, geopolitical tensions, supply‑chain disruption, disinformation, AI—has made traditional backward‑looking risk models insufficient. This pushes organisations to adopt continuous scenario planning and to navigate within a performance corridor (financial and non‑financial) defined by their risk appetite, ensuring greater agility.

6. What concrete impact do you hope the training will have on participants’ professional practice?
Participants should emerge as proactive, holistic, tech‑enabled risk champions. Rather than acting as compliance checkers, they become strategic partners, helping organizations adapt quickly, absorb shocks and make forward‑looking decisions.

They should embrace continuous learning, remain open to uncertainty, adopt AI‑supported insights, and encourage a culture of shared risk ownership. They should also view risk not merely as a threat but as an opportunity to build long‑term resilience.