Pamela Larson, Chief Security Officer, Everbridge shares insights on the ‘expanding risk zone’ and the top global threats facing organisations in 2026.
Organisations now operate in an expanding risk zone, a landscape defined by more frequent, severe and interlinked disruptions.
Events rarely occur in isolation; they cascade through social, operational and financial systems, creating systemic risk clusters.
This interconnectedness heightens vulnerability: A single disruption can trigger widespread ripple effects across operations and supply chains.
Resilience, therefore, has evolved from a compliance exercise into a strategic advantage.
Yet only 31% of global leaders feel extremely confident in their organisation’s ability to manage critical events, according to Everbridge’s October 2025 survey, a clear readiness gap.
The Everbridge ‘2026 Global risk & resilience outlook’ identifies ten critical risks that leaders must prepare for to build future-ready enterprises.
As organisations digitise, cyber threats grow more sophisticated. Attackers deploy AI-driven malware and deepfake-enabled social engineering to infiltrate networks, operational technology and supply chains. The fallout extends beyond data loss to months of downtime and long-term reputational harm.
AI strengthens forecasting and crisis response but also magnifies exposure. Malicious actors exploit it to scale attacks and generate convincing scams. Rapid adoption of generative AI, often without robust oversight; risks data leaks, compliance breaches and bias in automated decisions.
Hurricanes, floods and wildfires are increasing in frequency and intensity, disrupting facilities and regional economies. As rebuilding slows and insurance coverage tightens, chronic interruption risk becomes a major barrier to resilience.
Rising instability, through tariffs, sanctions and export restrictions, creates market volatility and disrupts global trade routes. Organisations dependent on single-region sourcing or just-in-time models are especially vulnerable to such shocks.
Modern supply chains are deeply interdependent. A disruption at one port, supplier or IT provider can halt production worldwide. ‘Digital domino effects’ from compromised third-party systems can quickly cascade through entire industries.
False narratives and deepfakes threaten trust and market stability. Targeted campaigns can manipulate sentiment, derail crisis communications and damage brands. The World Economic Forum lists misinformation as one of the most severe global risks through 2027.
A patchwork of global rules on privacy, cybersecurity and supply chain due diligence creates constant uncertainty. Sudden sanctions or policy shifts force rapid adaptation, raising compliance costs and disrupting cross-border operations.
Persistent inflation, fluctuating interest rates and shifting trade policies strain cash flow and credit access. Even strong organisations can experience supply-and-demand shocks that test financial resilience.
Demographic change and rapid technological evolution have created critical skills gaps. Unfilled roles slow response times and erode institutional knowledge. Treating talent availability as an operational risk is now essential to resilience planning.
Multiple risks can converge and amplify each other, a phenomenon known as polycrisis. For instance, conflict might disrupt supply chains while cyberattacks target remote operations. These concurrent events strain capacity and demand a coordinated, centralised response.
To thrive in this environment, leaders must adopt an integrated, proactive approach.
Everbridge recommends a five-stage resilience strategy designed to help organisations detect threats earlier, respond faster and continuously improve.
The risks confronting organisations in 2026 are more intertwined than ever. Insights from the Everbridge ‘2026 Global risk & resilience outlook’ underline the need for a new mindset: Resilience is not a static plan but an ongoing capability.
By understanding the ten key risks and implementing this five-stage framework, organisations can transition from reactive crisis management to proactive resilience.
This article was originally published in the December edition of Security Journal UK. To read your FREE digital edition, click here.
