In an era defined by volat­il­ity, com­plex­ity, and cas­cad­ing dis­rup­tions, or­gan­iz­a­tions can no longer rely on tra­di­tion­al risk man­age­ment and lin­ear plan­ning mod­els

This book offers updated thinking about how leaders understand, govern, and act under radical uncertainty—revealing why strategies so often fail in execution and what it takes to build adaptive resilient organizations.
Across five concise chapters, the book traces the evolution from enterprise risk management (ERM) toward a dynamic and multidisciplinary approach to strategic risk management (SRM) with nuanced views on strategy-making. It shows how conventional approaches—rooted in probabilistic forecasts, compliance routines, and auditable processes—struggle to capture and deal with emergent threats and systemic shocks.
The book argues that risk management is not merely a technical challenge but a profoundly human endeavour. Strategy execution falters not because people lack intent and motivation, but because real-world conditions—time pressure, cognitive overload, and misaligned incentives—shape behaviour in predictable yet overlooked ways. 
The book calls for strategic risk leadership (SRL)—a needed forward looking leadership orientation that blends analytical rigor with moral purpose, psychological safety, and adaptive decision making to navigate sudden environmental developments.
Knowledgeable, provocative, and deeply relevant, this book provides leaders with insights that can help transform uncertainty from being a source of fragility to a catalyst for strategic advantage.

Link to Book