But one big assumption is gone for good: that the world doesn’t change suddenly and massively. Life was never as static as we believed. And now—from CEOs to front-line workers—organizations are becoming conversant in nuanced risk analyses. Healthy debates are cropping up about managing risks, as well as harnessing the opportunities that can come when we take initiative despite the risks.

We’re right alongside you in this and have been listening. We’ve identified five discrete issues that our clients are facing, which serve as the topics in our series. For each of these issues, we have analyzed top trends, how they are playing out in the market, and strategies that don’t just inform, but invite action. We’re not about to generalize nor be prescriptive.

Make these explorations your own. Consider them templates you can use to model your own strategy. As you do so, think about your own:

Exposure to risks based on industry, line of business, and organizational structure
Risk priorities given the pace of change, likelihood of occurrence, and level of impact
Ways to identify and track signs that certain scenarios are coming to fruition

Unprecedented events like the COVID-19 pandemic typically mark an inflection in the market. Although the long-term ramifications take time to reveal themselves, leaders can identify and track the indicators of how the trends are coming into effect, and tailor their response accordingly.

But we don’t believe uncertainty has to be definitional, nor keep you from action. By keeping a pulse on how risk has been transformed by the pandemic, organizations can turn risk to their advantage and use it to power through a tumultuous time, be better positioned to thrive in the next normal, and be prepared for the disruption that next event will inevitably bring.

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