2025 promises to be a pivotal year for corporate leaders. Technological advancements, geopolitical shifts, and heightened risks demand unprecedented vigilance and agility. Here’s the real question – how prepared is your board to confront these challenges and turn them into opportunities?
The risks of tomorrow are already taking shape. Generative AI has rapidly emerged as a transformative force, offering unprecedented opportunities for innovation and efficiency – but its ethical and nefarious uses remain top of mind. Cybersecurity remains a perennial concern, with an ever-evolving threat landscape that requires constant vigilance.
Going further, the geopolitical landscape continues to impact global trade and business operations, particularly with increasing tensions between major world powers. Lastly, financial fraud, ethics, and compliance issues underscores the importance of robust governance structures, as demonstrated by widely publicised instances of fraud, like the Wirecard scandal.
Success hinges on proactive governance. As such, here are my predictions on these four risks, along with actionable insights that leaders and boards should consider in 2025.
1.Generative AI as a double-edged sword
Generative AI is revolutionising industries with speed and precision, but it’s also raising complex ethical and operational risks. Diligent’s recent survey reveals that 48% of organisations expect AI to automate decisions, but flawed or incomplete data could undermine outcomes and trust. This is why fostering AI risk resilience through responsible governance is crucial.
Boards must establish robust AI governance frameworks aligned with regulations like the EU AI Act and expected UK legislation. Beyond compliance, regular reviews of AI’s impact on operations, employees, and customers are essential to address unintended consequences early.
Ultimately, boards that deeply engage with generative AI will be the ones to unlock its full potential while mitigating risks.
2.Cybersecurity will be the greatest risk for businesses
With 75% of UK businesses having experienced a cybersecurity incident in the last year, cybersecurity isn’t just an IT concern – it’s a business priority. Our research found that companies with advanced cybersecurity performance deliver 372% higher shareholder return, underscoring its impact on value creation.
In 2025, businesses are expected to face a perfect storm of cyber risks – evolving threats, increasing regulatory pressure, and talent shortages. One overlooked culprit is technology debt. This occurs when an IT team prioritises speed over long-term design and must make changes to the system later. This hidden enemy often leaves businesses ill-equipped to recover from attacks.
To ensure cyber risk resilience, leadership must treat it as a core business priority. This means putting in place a robust cyber governance program including regular risk assessments and vulnerability management, ensuring employees, management and leadership are trained on the latest developments in cybersecurity. They should also employ continuous monitoring and incident response capabilities, and ensure methods are in place for frequent and transparent communication between the CISO and board.
With new regulations like NIS2 and DORA taking effect, cybersecurity will remain a top priority. Boards that align cyber strategies with business objectives will lead the way.
3.Navigating geopolitical uncertainty: From supply chains to sanctions
The geopolitical landscape is more turbulent than ever. Companies will need to prepare for potential shocks like regional conflicts, supply chain disruptions, or even another pandemic.
If geopolitical risks feel dizzyingly complex, scenario planning will be a powerful tool in mapping out different political and economic scenarios. By envisioning various outcomes, boards can better understand their vulnerabilities, prepare tailored responses and enhance risk resilience.
To prepare for the year ahead, board and management teams should ask questions such as: How exposed are we to geopolitical risks in our supply chain? Are we engaging effectively with local governments in key regions? What contingencies are in place for workforce challenges, particularly in the UK?
Staying informed and adaptable enables boards to turn geopolitical risks into opportunities for growth and resilience.
4.Financial fraud and ethics: Lessons from Wirecard and beyond
The Wirecard scandal revealed how even seemingly successful companies can collapse under the weight of poor governance. In 2025, financial fraud will remain a pressing concern, underscoring the need for robust compliance structures and a culture of transparency to foster financial risk resilience.
Whistleblower empowerment is crucial. Encouraging employees to speak up without fear of retaliation can prevent misconduct and safeguard both reputation and shareholder trust.
As such, now and in 2025, board members will need to get familiar with the operational heartbeat of the business. There should also be a direct, consistent line of communication from the Chief Compliance Officer (CCO) or General Counsel (GC) to the board. Technology will be critical to streamline communication and identify red flags in real-time.
Good governance requires more than processes; it demands a culture of integrity from the top down. Boards that lead by example can inspire lasting change.
Looking at 2025 and beyond: strengthening risk resilience
The risks of 2025 are formidable, but so are the opportunities for those who lead with purpose. With informed leadership and collaboration, we can navigate the complexities of the modern business environment with confidence and resilience.
Resilience will be the defining trait of successful boards and businesses in the years ahead. It requires not only addressing known risks but also preparing for the unexpected.
By prioritising scenario planning, fostering a culture of transparency, and aligning risk management with strategic goals, boards can navigate uncertainty with confidence.
