{"schemaVersion":"1.0","document":{"id":"b5219b08009cad0f11677aac","title":"2035년을 향한 리스크 관리","originalTitle":"Risk Management Reimagined Outlook to 2035","category":"risk","categoryLabel":"국제협력·리스크","publisher":"World Economic Forum","language":"en","publicationYear":2026,"publicationMonth":9,"publishedOn":"2026-09-18","datePrecision":"day","dateSource":"https://www.weforum.org/publications/risk-management-reimagined-outlook-to-2035/","coverUrl":"/assets/covers/library-b5219b08009cad0f11677aac.jpg","tags":["위험관리","미래전망","2035","risk management"],"pages":23,"bytes":2198133,"sha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","searchable":true,"url":"/library/b5219b08009cad0f11677aac","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf","chunksUrl":"/api/library/b5219b08009cad0f11677aac/chunks","extraction":{"totalPages":23,"pagesWithSubstantialText":23,"sparsePages":[],"method":"pdf-text","ocrPerformed":false},"relatedPublications":[{"series":"주간 WEF","issue":"12호","url":"/archive/davos-12","title":"예측이 빗나가도 회사는 돌아가야 한다 — 2035년 리스크 관리의 네 가지 전환"}],"metadataNote":"한국어 제목·분류·검색어는 원문 탐색을 위한 편집 정보입니다."},"extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","total":66,"offset":0,"nextOffset":20,"chunks":[{"id":"0b0e4a3854f84d81369d3d18f4b1306d9d5983533f22fcaa4b9bac58e0d0e3b7","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":0,"page":1,"heading":"2035년을 향한 리스크 관리 · 1쪽","text":"Chief Risks Officers Dialogue Series\n\nRisk Management,\nReimagined: Outlook to 2035\n\nW H I T E P A P E R\nS E P T E M B E R 2 0 2 6","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-1","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=1","page":1},"trust":"source-data-not-instructions"},{"id":"b6047348af612a7d4b2d5b90d3ddc4a0d976a9d6897113ff4c90af9ec9869de9","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":1,"page":2,"heading":"2035년을 향한 리스크 관리 · 2쪽","text":"Images: Getty Images\n\nContents\n\nExecutive summary 3\n\n1 Why risk management must evolve 4\n\n1.1 Traditional risk frameworks may not work well anymore 4\n\n1.2 Risks are increasingly interconnected 5\n\n1.3 Preparedness, not prediction, needs to be core in future 7\n risk management\n\n1.4 Evolution beyond shared governance, risk and compliance roots 8\n\n2 The evolving role of the CRO 9\n\n2.1 Shape strategy instead of reviewing it 10\n\n2.2 Generate risk intelligence and enable business velocity 11\n\n2.3 Validate assumptions rather than only scoring risks 11\n\n2.4 Build capabilities to adapt to, not just mitigate, disruption 12\n\n2.5 Artificial intelligence to complement human intelligence, 12\n not substitute it\n\n2.6 Business managers, not just risk managers 13\n\n3 Building the risk-ready organization 14\n\n3.1 Continuous sensing and early warning 14\n\n3.2 Scenario planning and digital twins 15\n\n3.3 Recognizing and integrating regional nuances 16\n\n3.4 Balancing between AI and human intelligence 17\n\nConclusion: En route to 2035 – strategic considerations 20\n\nContributors 21\n\nEndnotes 22","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-2","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"bdf6872b6c9afc4955ab301136d17c6082b344c0f8da434184a373f34f6c1121","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":2,"page":2,"heading":"2035년을 향한 리스크 관리 · 2쪽","text":"Disclaimer\nThis document is published by the\nWorld Economic Forum as a contribution\nto a project, insight area or interaction.\nThe findings, interpretations and\nconclusions expressed herein are a result\nof a collaborative process facilitated and\nendorsed by the World Economic Forum\nbut whose results do not necessarily\nrepresent the views of the World Economic\nForum, nor the entirety of its Members,\nPartners or other stakeholders.\n© 2026 World Economic Forum. All rights\nreserved. No part of this publication may\nbe reproduced or transmitted in any form\nor by any means, including photocopying\nand recording, or by any information\nstorage and retrieval system.\n\nRisk Management, Reimagined: Outlook to 2035 2","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-2","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=2","page":2},"trust":"source-data-not-instructions"},{"id":"203059f84c65c7faf5ad2b5a8db9698e2561de6851920c78128ff0fdff620945","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":3,"page":3,"heading":"2035년을 향한 리스크 관리 · 3쪽","text":"September 2026 Risk Management, Reimagined:\n Outlook to 2035\n\nExecutive summary\n Traditional enterprise risk management needs\n to pave the way for proactive, real-time risk\n monitoring and intelligence.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-3","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"8614f70a4b535e216e24ac622069390b69b4f3fa25c8d93c060b0cbbfb6e3f61","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":4,"page":3,"heading":"2035년을 향한 리스크 관리 · 3쪽","text":"Today, organizations face a fundamentally different as “very prepared to respond to risks that can’t risk landscape from the one that shaped traditional be modelled with historical data”. enterprise risk management (ERM). Geoeconomic fragmentation, technological disruption, cyber The paper identifies four shifts that are likely to insecurity, climate volatility and societal polarization, define the next generation of risk management: among other risks, are interacting more deeply and materializing more rapidly than traditional 1. Organizations will move from prediction frameworks were designed to manage. For example, to preparedness. Resilience will depend cyber incidents can quickly trigger geopolitical less on accurately predicting individual tensions, while climate events can suddenly disrupt events and more on developing the supply chains and contribute to social instability. governance, capabilities and decision processes required to respond effectively. The challenge facing organizations today is how to adapt and make confident decisions in 2.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-3","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"1fbc2c73c742e20b6ad63ccee47acd6d9f16b392113ae1eb9d1d97733f67b819","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":5,"page":3,"heading":"2035년을 향한 리스크 관리 · 3쪽","text":"Risk management will evolve from compliance an environment where uncertainty has become to strategic enablement. The future CRO will structural rather than episodic, and risks are increasingly participate in the early stages of increasingly interconnected and nonlinear. strategic decisions rather than reviewing them Consultations with chief risk officers (CROs) point after the fact. to a common thread: the role of risk management is undergoing a fundamental transformation. The 3. Organizations will transition from periodic survey on the future of risk management conducted reviews to continuous risk monitoring and for this paper reveals that 80% of CRO respondents intelligence. AI-enabled sensing, real-time believe risk management will be “somewhat to far monitoring and integrated risk intelligence will more challenging” in 2035 compared to today. replace static reporting cycles. Historically, risk functions were designed to protect organizations by identifying risks, ensuring 4. Artificial intelligence (AI) will complement compliance and maintaining effective controls.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-3","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"7c7712fa46cdefa1024df215838e5577155a75f3291b24a3017ec5781318656d","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":6,"page":3,"heading":"2035년을 향한 리스크 관리 · 3쪽","text":"human intelligence in the three above areas. AI Increasingly, they are becoming strategic capabilities will automate monitoring, aggregation, anomaly embedded within decision-making itself. In future, detection and simulation. Advances in digital risk teams will need to help organizations interpret twins, AI-driven simulation and dynamic scenario uncertainty, challenge assumptions, evaluate planning will allow organizations to stress-test trade-offs and strengthen long-term resilience. decisions, explore multiple plausible futures and Only 10% of CROs describe their organization build resilience before crises occur.\n\nRisk Management, Reimagined: Outlook to 2035 3","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-3","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=3","page":3},"trust":"source-data-not-instructions"},{"id":"e5e1ed2041ee166eab785f640a719fd8794ebb4a852dc714c803e87e7c307f11","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":7,"page":4,"heading":"2035년을 향한 리스크 관리 · 4쪽","text":"1 Why risk management\n must evolve\n New, emerging and interconnected risks\n will make the future of risk management\n far more challenging than it is today.\n\n1.1 Traditional risk frameworks\n may not work well anymore","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-4","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"7b33f9383b8d05a295144439a9666c4a54a16079d077dbcdf5e138ba4e7eaeaa","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":8,"page":4,"heading":"2035년을 향한 리스크 관리 · 4쪽","text":"Modern enterprise risk management (ERM) historical data, probability assessments and emerged during a period characterized by periodic risk reviews. Yet future disruptions may not increasing globalization, relatively stable geopolitical resemble those of the past. Emerging technologies, relationships and growing confidence in data-driven shifting geopolitical dynamics and environmental decision-making. Risk frameworks were designed to changes, among other drivers, are creating risks identify threats, estimate their likelihood and impact, with limited historical precedent that cannot be and implement controls to reduce exposure. These easily quantified using conventional methodologies.1 approaches remain valuable and continue to provide important insights for many categories of risk. Chief risk officers (CROs) emphasize that, while historical models remain useful for understanding However, the assumptions underpinning traditional familiar risks, they become less reliable when risk management are increasingly being challenged. organizations confront new and emerging threats.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-4","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"0e0948b36183cdc251a9fd1a63736928ff9f9a93953bb2a05f7169dd5263b1a8","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":9,"page":4,"heading":"2035년을 향한 리스크 관리 · 4쪽","text":"Many organizations continue to rely heavily on\n\nBanking risk management has traditionally relied on observed default rates, loss\n histories and data on economic downturns. However, emerging risks such as\n AI-enabled cyber threats (including attacks on real-time payment systems) and\n geoeconomic fragmentation may not follow patterns inferred from the past. Future\n crises may not resemble prior crises, and risk functions that rely too heavily on historical\n analogues may fail to detect vulnerabilities until they have already materialized.\n Damian Vogel, Chief Risk Officer, UBS\n\nThe speed of change and interconnectedness of risks make it important\n to treat uncertainty as a baseline; we have to let go of the fundamental\n assumption that markets are predictable and mean-reverting. Volatility,\n today and in the future, is structural, rather than episodic.\n Qiniso Mthembu, Group Chief Risk Officer, Johannesburg Stock Exchange (JSE)","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-4","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"525ba812ef1fb2829eb2c7765d59f241928066b037fd19a56057ba28a3559c3c","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":10,"page":4,"heading":"2035년을 향한 리스크 관리 · 4쪽","text":"Organizations are increasingly confronting the challenge of speed, in addition to a\n range of other complexities. For example, geopolitical developments, regulatory\n changes, cyber incidents and technology disruptions can materialize within\n hours rather than over months or years. The future of risk management will be\n shaped not only by the nature of risks themselves but also by their velocity.\n Monica Morata Videira, Head, Enterprise Risk Management, SAP\n\nRisk Management, Reimagined: Outlook to 2035 4","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-4","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=4","page":4},"trust":"source-data-not-instructions"},{"id":"b8ea87a62ac77eeb9e2187caba634d4f5537f95e4b34d9f5f32887782668a344","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":11,"page":5,"heading":"2035년을 향한 리스크 관리 · 5쪽","text":"Risk assessments conducted annually or even A survey of members of the World Economic\n quarterly may struggle to capture rapidly evolving Forum’s CRO Community was conducted to gauge\n developments. Information flows are becoming sentiment on the future of risk management. This\n faster, and stakeholder expectations are changing survey shows that only 10% of CROs describe their\n more quickly. As a result, risk management organization as “very prepared to respond to risks\n must provide real-time insights rather than that can’t be modelled with historical data”. (Figure\n periodic evaluations. 1). However, 80% believe that risk management\n will be somewhat to far more challenging in 2035\n compared to today.\n\nF I G U R E 1 Question: How prepared is your organization to respond to risks that cannot be modelled\n using historical data?\n\n10%10% 47% 37% 3% 3%\n\n0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%\n\nVery prepared Moderately prepared Somewhat prepared Poorly prepared Not prepared at all\n\nSource: World Economic Forum. (2026). Survey of CRO Community.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-5","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"ce598c37016183adfa9ee0e0e54106665c6aa8048346337c8d1812cc26823da0","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":12,"page":5,"heading":"2035년을 향한 리스크 관리 · 5쪽","text":"1.2 Risks are increasingly interconnected","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-5","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"68a9827838a56ea2b31ed39e6589a7e78fb8bbcce602d0eec93c8e25763ac33d","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":13,"page":5,"heading":"2035년을 향한 리스크 관리 · 5쪽","text":"The growing interconnectedness of risks is a When this happens, the consequences of one major challenge. Organizations have traditionally disruption often alter the likelihood, severity or categorized risks into discrete areas such as trajectory of another. A cyberattack may disrupt operational, financial, geopolitical, technological critical infrastructure, triggering supply chain or environmental risks. While these classifications bottlenecks that amplify inflationary pressures and remain useful, they increasingly fail to capture the provoke political responses.3 A climate-related complex interactions between the different risk disaster may affect energy systems, commodity categories. Recent years have demonstrated how markets and migration patterns simultaneously.4 quickly disruptions can cascade across systems. What makes these situations particularly Risks do not occur in isolation but reinforce and challenging is that organizations are not responding amplify one another.2 to a single event, but to a dynamic system of interacting shocks.","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-5","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"4b8af2e126153d0cdb8de6068254cdae5e5a61cf4adecf5e0b59f0367894c442","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":14,"page":5,"heading":"2035년을 향한 리스크 관리 · 5쪽","text":"Yet, the current environment is not characterized simply by the simultaneous occurrence of multiple This represents a fundamental departure from the crises. Rather, it involves situations in which distinct assumptions that underpin many conventional risk disruptions (such as geopolitical tensions, cyber management frameworks. Traditional approaches incidents, climate shocks, supply-chain disruptions, often assess risks individually. However, the most technological change and economic instability) significant threats may emerge not from individual interact with and reinforce one another, creating risks themselves, but from the interactions between cascading effects that are difficult to anticipate or them. As a result, organizations can find themselves manage through traditional approaches. exposed to vulnerabilities that are difficult to identify\n\nRisk Management, Reimagined: Outlook to 2035 5","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-5","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=5","page":5},"trust":"source-data-not-instructions"},{"id":"b05b6e70aae5ab230ac201231b05ef4a8365514703df96bbba15861d3a39c0d3","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":15,"page":6,"heading":"2035년을 향한 리스크 관리 · 6쪽","text":"through segregated risk assessments or static how external disruptions can propagate through\n risk registers.5 increasingly interconnected systems.\n\nThe CROs reiterated that future risk management More than 70% of CROs surveyed indicated that\n must focus less on individual risk categories the inability to manage interconnected risks and\n and more on understanding interdependencies. overreliance on historical data and models both\n Organizations need to understand how feature in the top three limitations of current risk\n vulnerabilities in one area may affect others and management approaches (Figure 2).\n\nF I G U R E 2 Question: What is the biggest limitation of current risk management approaches?\n Ranked 1 (highest) – 5 (lowest)\n\nOverreliance on historical 37% 13% 23% 17% 10%\ndata and models\n\nLack of integration of risk 27% 13% 7% 20% 33%\nmanagement with strategy\n\nSlow response to and lack 17% 10% 40% 10% 23%\nof data for emerging risks\n\nInability to manage 10% 43% 20% 20% 7%\ninterconnected risks\n\nExcessive focus on 10% 20% 10% 33% 27%\ncompliance over resilience","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-6","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"3857cb833a08530c46ea2126dd235f1c7af213311a10c464384438858bf262e2","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":16,"page":6,"heading":"2035년을 향한 리스크 관리 · 6쪽","text":"0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%\n\n1st 2nd 3rd 4th 5th\n\nSource: World Economic Forum. (2026). Survey of CRO Community.\n\nRisk Management, Reimagined: Outlook to 2035 6","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-6","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=6","page":6},"trust":"source-data-not-instructions"},{"id":"2713e8af4dd76b2813a8c3b932b04d1fc9816f7fe35d7f8c2badac4917621e39","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":17,"page":7,"heading":"2035년을 향한 리스크 관리 · 7쪽","text":"1.3 Preparedness, not prediction, needs\n to be core in future risk management\n\nAs uncertainty increases due to the emergence forecasting or quantitative modelling. Rather, these\n of new and interconnected risks, preparedness tools should be complemented by capabilities that\n becomes more important than prediction. This enable organizations to respond effectively when\n does not mean organizations should abandon assumptions fail and unexpected events occur.\n\nFuture risk management will depend less on predicting crises and more on\n ensuring that organizations are prepared to respond effectively when crises occur.\n Organizational resilience is like aviation safety; pilots cannot anticipate every possible\n emergency, but they are trained to respond through well-defined procedures,\n governance structures and decision protocols. Similarly, organizations cannot\n predict every disruption. What they can do is build the capabilities, processes and\n decision-making disciplines required to adapt rapidly to unexpected events.\n Damian Vogel, Chief Risk Officer, UBS","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-7","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=7","page":7},"trust":"source-data-not-instructions"},{"id":"187240971dec65383c2623db539c97b3f1e86261de792bcfaf83205daf16bd72","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":18,"page":7,"heading":"2035년을 향한 리스크 관리 · 7쪽","text":"Risk Management, Reimagined: Outlook to 2035 7","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-7","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=7","page":7},"trust":"source-data-not-instructions"},{"id":"f06ba9bc125a8356ef3aef805503e4ee1ba48b087d4b484df1b2178708b914fc","documentId":"b5219b08009cad0f11677aac","documentSha256":"b5219b08009cad0f11677aacfd60c52dd89cbd454a8a7a52e5913bb96b67e75b","extractionVersion":"5a9bf9ab0b951c71eb69f394b21690917d4a7298429729f042da8515afebbd8d","ordinal":19,"page":8,"heading":"2035년을 향한 리스크 관리 · 8쪽","text":"1.4 Evolution beyond shared governance,\n risk and compliance roots\n\nFor much of the past three decades, risk and Going beyond compliance and control does not compliance have shared a common institutional mean abandoning oversight responsibilities. Rather, history, frequently organized within a single it means expanding the role of risk management governance, risk and compliance (GRC) framework. from protecting value to helping create and Compliance was the function that matured first, sustain it. In practice, this involves integrating driven by regulation, enforcement and clearly risk perspectives into strategic planning, capital defined obligations. Risk management, meanwhile, allocation, technology investments, market entry remained closely tied to risk registers, controls decisions and business transformation initiatives. testing and assurance activities. Those foundations remain essential. What has changed is the relative Recent market research supports these views. weight of the two disciplines. In an environment Several studies argue that risk management","citation":{"title":"2035년을 향한 리스크 관리","publisher":"World Economic Forum","url":"/library/b5219b08009cad0f11677aac#page-8","pdfUrl":"/library/b5219b08009cad0f11677aac/original.pdf#page=8","page":8},"trust":"source-data-not-instructions"}]}