Outlier situations associated with normal, ongoing day-to-day business operations should be reported to senior management on an exception basis and, if deemed significant, escalated to the board. But the board’s primary focus should be on the critical enterprise risks and emerging risks — the disruptive risks — with emphasis on their unique disruptive characteristics. As disruption and the unexpected have become the norm in many industries, clarity is needed around framing the boardroom risk conversation.

In this issue of Board Perspectives, we identify six key takeaways for boards to consider when addressing disruptive risks.