You can plan for the unexpected – even for the most unlikely event, provided it is on your risk radar. But what about those things that you know might cause a loss but whose cause and impact are so far unproven?

You can plan for the unexpected – even for the most unlikely event, provided it is on your risk radar. But what about those things that you know might cause a loss but whose cause and impact are so far unproven? And what about those risks that you do not yet know about, but which could be lurking on the sidelines?

At this roundtable discussion, risk managers and advisers looked into the crystal ball to define those areas of society, economy, demographics, technological advancement and the world at large where these risks might present themselves. Should you work forward from potential causes or backwards from potential impacts? It was not an easy brief!

Our panel of experts came up with a number of suggestions to protect the organisation against the unknown – and the unknowable. Flexibility in strategic planning and sustainability in development were high on the list.

Putting major issues, such as global warming, aside may not be an option for the future. Thinking the unthinkable is a difficult task, but it could make the difference between survival or failure.

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Postscript

Sue Copeman, Editor, StrategicRISK

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