INTRODUCTION
“How complicated and unpredictable the machinery of life really is.” — Kurt Vonnegut
Inthe18monthssincetheCOVID-19pandemicrstshuttered the world, organizations have learned to embrace the unexpected. Board members, C-suite executives, and chief audit executives — the key players in risk management — now know that low likelihood/high impact risks must be given greater consideration. This realization has jolted boards into greater awareness of risk management weaknesses, energized senior management to build more nimble and resilient organizations, and positioned internal audit to deliver broader value. Indeed, the pandemic has spawned changes in how we see our trusted institutions, the value and priorities we place on our time, and our commitments to long-held social contracts about work, diversity, and thehealthoftheworldaroundus.Itistoearlyfordefinitveanswersto whichofthesechangeswilbefleetingorpermanent.However,onething is certain. This once-in-a-century test of core social, business, political, and economic beliefs will forge changes both subtle and profound.
“COVID-19 has been a wake-up call for organizations to create a plan for the unexpected. These ‘Hollywood type’ risk scenarios are now something that should be discussed to some extent within organizations.” – C-suite, Technology
“Risk today has become very volatile and random. You see these things occurring globally in the news and there seems to be less correlation between the cause and effect.” – Board, Retail
While historic, the lingering pandemic and its related fallout is not the onlyfactorlikelytoinfluenceriskowthinso20.Gr cialupheaval, asignificantshiftegu inr latoryattiudesatthefederallevel,contiug economic and political volatility, continuing effects of climate change, and the marked acceleration of environmental-, social-, and governance-related issues will combine to make the coming year onefilledwithunpredictabilityandoppo. rtuniy
www.theiia.org 03
