Geopolitical risk is no longer defined by isolated events. From tension in the South China Sea to missile strikes and maritime blockades in the Middle East, geopolitical disruption has become a persistent influence on how organisations operate, shaping decisions around where to invest, how supply chains are configured, and how workforces are deployed. In doing so, it challenges the fundamental assumptions of stability, access, and continuity on which global business models are built.

When it comes to managing this risk, organisations have traditionally assumed that risk can be identified and managed within relatively stable parameters. The periodic review cycle, scenario planning exercise, and risk register are all testament to this mindset. But these assumptions are increasingly difficult to sustain. Disruption now emerges more rapidly, less predictably, and interacts across multiple parts of a business at once – including physical assets, supply chains, financial systems, and people – limiting the effectiveness of siloed frameworks.

In response, organisations must adopt a more dynamic and integrated approach to resilience – one in which exposures are continuously assessed, and the findings embedded directly into strategic decision making. While this cannot eliminate disruption, it can dictate how effectively an organisation can continue to operate when disruption occurs, and how quickly it can adapt as conditions shift. In an environment where geopolitical risk is both persistent and unpredictable, this is vital for sustaining long-term viability.

Similarly, insurance programmes have historically relied on risks being identifiable, stable, and attributable to discrete events – a framework that allows them to be priced accurately. But losses do not always arise from clearly defined triggers, nor do they consistently fall within established policy wordings. In this sense, volatility acts as a proving ground. Organisations with well-structured insurance programmes are better able to absorb and recover from disruption, while those well-developed programmes may find that their protection does not respond as expected, thereby compounding the impacts.

Against this backdrop, understanding geopolitical risk is crucial – both in terms of where tensions are emerging, and how they translate into insurance impacts. Below, you can find links to our recent reports and thought leadership on geopolitical risk, which examine this changing landscape, and explore the practical actions organisations can take to strengthen resilience: