McKinsey on Risk Number 19 cover
Number 19, June 2025

McKinsey on Risk & Resilience, Number 19, June 2025

Rarely has the grip of uncertainty been as strong as it is today. Institutions are under siege from technology-driven upheaval, geopolitical forces, and economic disorder. Many organizations are unprepared. The environment is too turbulent and fast-moving.

In our nineteenth edition of McKinsey on Risk & Resilience, we examine how a select group of leaders have positioned their institutions not only to survive amid a constant state of disruption, but to quickly pivot and gain an advantage. To get there, they have taken bold action across the organization by making resilience a top priority.

Chief risk officers are central in leading this effort. CROs and risk professionals—working with other c-suite executives and board members—have realized that understanding and mitigating organizational risks is essential for success. In this issue, we outline your roadmap to establish a mature risk management approach built not only for today, but for long-term resilience.

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Articles in this issue

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Article

Navigating tariffs with a geopolitical nerve center

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A nerve center can help companies chart a course through expanding tariffs and trade controls by orchestrating nine rapid actions, from tariff operations to supplier diversification.
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Article

How financial institutions can improve their governance of gen AI

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A comprehensive scorecard can help companies redesign their risk governance frameworks and practices for gen AI and harness the power of this transformative technology.
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Article

Governance, risk, and compliance: A new lens on best practices

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Companies globally say they see room for improvement in governance, risk, and compliance (GRC), a new McKinsey survey shows. But a few are bucking the trend with smarter, more effective capabilities.
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Interactive

Which chief risk officer archetype are you?

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There’s no one-size-fits-all approach to managing risk and resilience. Chief risk officers can benefit from examining their innate operating models—and understanding when they need to change.
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Article

From crisis management to strategic resilience: Lessons from the auto industry

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When strategic resilience is embedded in risk management, disruption can become a means for growth.
Jacob Aarup-Andersen is depicted in a portrait with a stern look, wearing glasses, a deep blue suit coat, and a white button-down shirt.
Interview - McKinsey Quarterly

How Carlsberg thrives with resilience

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In disruptive times, resilience is essential for both survival and success. Here’s how the global beverage giant ensures that it is ready for anything.
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