AI-Related Risks Rank Highest for Long-Term Emerging Risks Among C-Suite

Key Takeaways

• 60% of C‑suite see tech risks as most impactful
• AI adverse outcomes rank among top emerging long‑term risks
• Economic risk remains top concern for 2026, 34% respondents
• Geopolitical risk follows, cited by 26% of executives
• Environmental threats persist but viewed as managed, not emerging

Summary

A joint survey by the Casualty Actuarial Society and the Society of Actuaries of 350 senior executives reveals that 60% of C‑suite leaders view technological risks, especially AI adverse outcomes, as the most consequential over the next three years. Economic and geopolitical concerns still rank high for 2026, but technology‑driven threats now dominate long‑term risk outlooks. The study also notes that environmental risks are increasingly seen as managed rather than emerging. These findings signal a strategic pivot toward tech‑focused risk governance.

Pulse Analysis

The latest actuarial survey highlights a decisive move away from traditional geopolitical and macro‑economic anxieties toward technology‑centric risk assessments. While 34% of executives still flag economic volatility as the primary 2026 threat, a clear majority—60%—prioritize technological disruptions, with AI adverse outcomes topping the list of long‑term concerns. This re‑ranking reflects the accelerating pace of AI integration across core business functions, where algorithmic bias, model opacity, and regulatory uncertainty can translate into material financial exposure.

AI’s ascent as a top emerging risk is not merely speculative; it stems from tangible incidents of model failures, data breaches, and unintended automation consequences. Companies are grappling with the challenge of embedding robust governance, from model validation to ethical oversight, while maintaining innovation velocity. The survey’s emphasis on AI underscores the need for dedicated risk officers and chief actuaries to develop cross‑functional frameworks that blend technical expertise with strategic foresight, ensuring that AI deployments are both resilient and compliant.

For risk leaders, the findings signal an urgent call to recalibrate risk registers and capital models. Investment in advanced analytics, scenario planning, and third‑party AI audits will become standard practice, while insurers may adjust underwriting criteria to reflect heightened AI exposure. As environmental risks become more routine, the competitive advantage will belong to firms that can anticipate and mitigate technology‑driven disruptions, positioning AI governance as a core component of long‑term corporate resilience.