Michael Rasmussen

In J.R.R. Tolkien's The Lord of the Rings, the Palantír—a mystical seeing stone—gives its user the power to peer into distant lands and foresee possible futures. While this gift is fraught with danger in the story, it’s a fitting metaphor for today’s organizations facing a world of uncertainty. Just as the Palantír offers a glimpse into potential futures, modern risk management tools provide organizations with the ability to foresee emerging risks and prepare for the unexpected. In this article, we’ll explore how businesses can use a Palantír-like approach—combining foresight with strategic planning—to anticipate challenges and better navigate the evolving landscape of risk.

Environmental, Social, and Governance (ESG) has been generating immense pressure on organizations across various industries and around the globe in recent years. Corporate investors are now making capital investment decisions based on a company’s ESG commitments, metrics, and ratings. Legislators and regulators worldwide are introducing regulations that focus on both the broad scope of ESG and its specific aspects (e.g., modern slavery, carbon emissions). Potential employees are choosing workplaces aligned with their values, not just their benefits. Similarly, customers are favoring products and services that reflect their principles. ESG has captured the attention of every level of an organization, from the boardroom to the operational frontlines.

For professionals in the realm of risk, compliance, and IT security, the role of the Chief Information Security Officer (CISO) has long been a cornerstone of organizational defense. But as technology evolves and risks become more interconnected, the role itself is undergoing a significant transformation. In a recent analysis in my piece The Death of the CISO: A Eulogy & Reincarnation, I discussed the impending end of the traditional CISO in favor of a more expansive role — the Digital Risk & Resilience Officer (DRRO).

Mark Twain famously said, “You’re never wrong for doing the right thing.” While Twain wasn’t contemplating Environmental, Social, and Governance (ESG) principles, his words resonate powerfully in a world where corporate behavior is under an unrelenting microscope. ESG is no longer a "nice-to-have." It’s a guiding ethos that challenges businesses to reconcile profitability with purpose—and to do so transparently, accountably, and authentically.

In today’s hyper-connected world, businesses rarely operate in isolation. Instead, they form part of intricate webs of suppliers, vendors, and third-party partners. These extended enterprise relationships offer a wealth of opportunities—streamlined operations, cost efficiencies, and specialization—but they also come with inherent risks. Managing these risks effectively requires a firm commitment to environmental, social, and governance (ESG) standards, operational resilience, and robust compliance strategies.

Artificial Intelligence (AI) is no longer a distant technological marvel; it's a driving force in reshaping how industries operate, innovate, and grow. From transforming healthcare with predictive analytics to revolutionizing the financial sector with automated trading systems, AI is everywhere. But as organizations embrace these advancements, they must also confront a growing set of challenges—legal, ethical, and operational—that can have serious consequences if not properly managed. This is where governance, risk, and compliance (GRC) come into play.

In recent years, the landscape of regulatory compliance in UK financial services has undergone a significant transformation. As a Governance, Risk, and Compliance (GRC) analyst, I've observed a marked shift in regulatory focus towards non-financial misconduct. This evolving trend presents both challenges and opportunities for firms striving to maintain compliance and uphold their reputations in an increasingly scrutinized environment.