he trouble with strategic risks is there’s often no historical precedent to draw from to assess their potential nature and impact. Sometimes they’re the product of a visible trend, but often they appear as a surprise. And hard as they are to identify or manage, they are extremely difficult to recover from. Another way strategic risks can be confusing? They’re not just “something to mitigate.” In fact, spotted early and handled well, strategic risks can be the basis for game-changing moves that reorder the field. That’s why smart organizations will develop a system to deal with unexpected change by:

Source: www.deloitte.com