Sedgwick's 2026 Global Risk Study warns that resilience will be the defining challenge for businesses in the year ahead. Leaders at every level are being urged to anticipate risks that extend beyond today's headlines, sharpen foresight and embed strategies that can withstand uncertainty. In that same vein, they also need to clearly define a practical road map for claims and litigation management, crisis response, and workforce adaptation, which homes in on the report's central message: Success in 2026 will rely on readiness for the unknown.
The 2026 Global Risk Study offers a forward-looking perspective on the forces reshaping the industry. The report draws on perspectives of Fortune 500 executives and is bolstered by expert commentary from clients and industry leaders. These combined perspectives provide a comprehensive view of emerging trends, challenges, and lessons across sectors.
Through an exploration of key cross-sector data and trends, the report examines both the challenges and opportunities that are shaping the future of risk, claims, and workplace resilience. In turn, the findings and insights can be used to equip organizations to better understand emerging risks, adapt to evolving conditions, and innovate with confidence. By embedding these insights into strategic planning, organizations can lead effectively, even in a landscape defined by change.
Redefining risk and claims, AI drives both opportunity and challenge
AI is a powerful force that's rapidly reshaping society and the business world, and sits at the intersection of opportunity and risk. While organizations recognize its transformative potential, they also identify the fast pace of technological evolution and regulatory uncertainty as major implementation hurdles. Our survey of Fortune 500 executives shows that while 70% of Fortune 500 firms have established AI risk committees, only 14% feel fully prepared for deployment, and 31% report struggling to keep pace or falling behind. This demonstrates that to capitalize on AI while mitigating risk, companies must actively invest in governance, workforce training and change management, and developing a strategic deployment roadmap, or risk falling so far behind that it's impossible to catch up.
Rising costs, labor strains, and insurance pressure fuel catastrophe risk
Extreme weather, property exposure, and labor shortages are intensifying catastrophe risks and recovery challenges, driving higher costs, longer timelines, and greater complexity across industries. Organizations increasingly see agility, planning, and technology as essential to navigating these shifting risk profiles. In fact, other data from the report highlights the scale of the issue, with 75% reporting labor friction tied to immigration-related access hurdles, 11% facing severe labor access challenges, and 76% anticipating moderate to severe insurance pressures stemming from catastrophe risks. The takeaway here is that companies that embrace resilience strategies and technology-enabled claim solutions are, or will be, better positioned to respond efficiently and limit operational disruptions.
Mounting geopolitical, trade, and cyber risks strain supply chains
Supply chain disruption is also intensifying as geopolitical instability, shifting trade policies, regulatory upheaval, and global events amplify existing vulnerabilities. Organizations continue to face persistent challenges from supplier concentration, logistics breakdowns, and rising cyber threats. With 66% of Fortune 500 companies reporting negative impacts from U.S. trade policies, 65% identify economic and geopolitical volatility as their primary supply chain concern, and 38% highlight cybersecurity as a structural vulnerability within their networks. This goes to show that to remain competitive, companies must actively assess and manage supply chains, implement robust cybersecurity measures, and develop agile contingency plans.
Accelerated workforce change drives new leadership and skills priorities
As AI continues to reshape the workplace, organizations are reimagining leadership and prioritizing people skills, team-building, career mobility, and purposeful mentorship to balance emerging challenges with new opportunities. Data within the report provides evidence of the shifting landscape with 32% of organizations citing changing employee expectations as their top talent challenge, 47% struggling with transferring leadership skills effectively, and 20% viewing VR/AR technologies as a priority tool for reducing workplace injuries. The evidence says that forward-thinking organizations are investing in leadership development, continuous learning programs, and technology-enabled training to equip employees for the evolving workforce. These investments also create opportunities to enhance safety, reduce injuries, and maximize employee productivity.
Cyber and geopolitical threats outpace organizational readiness
Global risk strategies are increasingly defined by persistent instability, with organizations confronting relentless volatility from multiple sources simultaneously. As exposures outpace preparedness, agile scenario planning and staged interventions are becoming essential for resilience. While only 3% of Fortune 500 companies feel fully prepared for all global risks, 56% identify geopolitical instability as their top concern, the highest across sectors and regions, and 50% cite cyber threats as a critical risk exposure. The data underscores the urgency for organizations to strengthen governance, enhance monitoring, and integrate cross-functional risk strategies.
To view the full study, visit Sedgwick.
