Risk everywhere: implications for organizations in Jordan, Iraq and Syria
Risk everywhere: implications for organizations in Jordan, Iraq and Syria
Introduction
The global risk environment has become increasingly interconnected.
Geopolitical instability can affect supply chains, regulation, financing, technology and business confidence simultaneously. Artificial intelligence can improve productivity while also increasing exposure to fraud, data misuse and governance failures.
BDO Global’s Global Risk Landscape 2026 examines how organizations are responding to this environment and identifies instances where conventional approaches to risk management may no longer be sufficient.[1]
Evidence from the BDO Global survey
The report is based on insights collected from 500 C-suite executives across major global markets.[1]
According to the report:
The report also identifies a widening distinction between organizations that manage risk as a defensive and isolated function and those that embed risk considerations across strategic and operational decision-making.[1]
BDO perspective: implications for Jordan
For organisations in Jordan, the findings reinforce the need to:
BDO’s perspective: implications for Iraq
For organisations operating in Iraq, priority areas include:
BDO’s perspective: implications for Syria
For organisations operating or considering engagement in Syria, the findings reinforce the importance of:
Five actions for boards and executive management
Establish shared ownership
Responsibility for risk should be clearly allocated across the board, executive management, finance, operations, technology, human resources, compliance and internal audit.
Develop an integrated risk view
Geopolitical, financial, cyber, fraud, operational and third-party risks should be assessed together where they interact.
Use scenario analysis
Organisations should test how material disruptions may affect:
Controls should address:
Risk reporting must reach boards and management early enough to influence investment decisions, contracts, financing, project design and strategic priorities.
Conclusion
Organisations cannot eliminate uncertainty. They can, however, improve their ability to understand exposure, make informed decisions and maintain critical operations during disruption.
Risk management creates the greatest value when it enables confident decision-making rather than operating solely as a mechanism for preventing loss.
Source and reference
[1] BDO Global. (2026, 2 June). Global Risk Landscape 2026: Risk Everywhere—Extending Ownership Beyond the Risk Function. BDO Global. Accessed 12 July 2026.
Attribution statement
This article provides a local BDO interpretation of selected findings from BDO Global’s Global Risk Landscape 2026. Readers should consult the full BDO Global publication for the complete methodology, findings and analysis.
Disclaimer
The country-specific observations in this article constitute BDO’s professional perspective and are not findings expressly stated in the BDO Global report.
The sample size, percentages and conclusions regarding interconnected risks, cyber preparedness, fraud and cross-functional ownership are taken directly from BDO Global’s published report page. (bdo.global)
The global risk environment has become increasingly interconnected.
Geopolitical instability can affect supply chains, regulation, financing, technology and business confidence simultaneously. Artificial intelligence can improve productivity while also increasing exposure to fraud, data misuse and governance failures.
BDO Global’s Global Risk Landscape 2026 examines how organizations are responding to this environment and identifies instances where conventional approaches to risk management may no longer be sufficient.[1]
Evidence from the BDO Global survey
The report is based on insights collected from 500 C-suite executives across major global markets.[1]
According to the report:
- 80% of surveyed business leaders considered the global risk environment to be more defined by crisis than ever before.
- Cybersecurity was among the three leading risks for which organisations felt unprepared.
- 93% of respondents did not identify fraud as a leading risk, despite the increasing sophistication of AI-enabled fraud.
- Only 13% of organizations were actively updating their defenses against AI-driven fraud.[1]
The report also identifies a widening distinction between organizations that manage risk as a defensive and isolated function and those that embed risk considerations across strategic and operational decision-making.[1]
BDO perspective: implications for Jordan
For organisations in Jordan, the findings reinforce the need to:
- Incorporate regulatory developments into strategic planning.
- Strengthen cyber and data governance.
- Assess outsourced service providers and third parties.
- Prepare for regional supply-chain interruption.
- Integrate risk considerations into investment and digital-transformation decisions.
- Provide boards with timely, decision-relevant risk information.
BDO’s perspective: implications for Iraq
For organisations operating in Iraq, priority areas include:
- Project and investment governance.
- Partner and counterparty due diligence.
- Procurement and contract controls.
- Fraud prevention.
- Cybersecurity.
- Supply-chain resilience.
- Business-continuity planning.
- Clear accountability among shareholders, boards, management and project teams.
BDO’s perspective: implications for Syria
For organisations operating or considering engagement in Syria, the findings reinforce the importance of:
- Legal and sanctions compliance.
- Counterparty due diligence.
- Beneficial-ownership transparency.
- Financial controls.
- Responsible procurement.
- Data reliability.
- Business continuity.
- Institutional and workforce capacity.
- Oversight of partners and implementing entities.
Five actions for boards and executive management
Establish shared ownership
Responsibility for risk should be clearly allocated across the board, executive management, finance, operations, technology, human resources, compliance and internal audit.
Develop an integrated risk view
Geopolitical, financial, cyber, fraud, operational and third-party risks should be assessed together where they interact.
Use scenario analysis
Organisations should test how material disruptions may affect:
- Revenue.
- Liquidity.
- Supply chains.
- Technology.
- Employees.
- Customers.
- Critical operations.
Controls should address:
- Access to AI tools.
- Confidential and personal data.
- Verification of AI-generated content.
- Human approval requirements.
- Identity and payment fraud.
- Accountability for AI-supported decisions.
Risk reporting must reach boards and management early enough to influence investment decisions, contracts, financing, project design and strategic priorities.
Conclusion
Organisations cannot eliminate uncertainty. They can, however, improve their ability to understand exposure, make informed decisions and maintain critical operations during disruption.
Risk management creates the greatest value when it enables confident decision-making rather than operating solely as a mechanism for preventing loss.
Source and reference
[1] BDO Global. (2026, 2 June). Global Risk Landscape 2026: Risk Everywhere—Extending Ownership Beyond the Risk Function. BDO Global. Accessed 12 July 2026.
Attribution statement
This article provides a local BDO interpretation of selected findings from BDO Global’s Global Risk Landscape 2026. Readers should consult the full BDO Global publication for the complete methodology, findings and analysis.
Disclaimer
The country-specific observations in this article constitute BDO’s professional perspective and are not findings expressly stated in the BDO Global report.
The sample size, percentages and conclusions regarding interconnected risks, cyber preparedness, fraud and cross-functional ownership are taken directly from BDO Global’s published report page. (bdo.global)