In business growth-mode, risk is often treated as a reactive discipline—something to manage after a crisis strikes. But in a scaling environment, reactive risk is not just insufficient—it’s dangerous. As organizations grow in complexity, geography, and stakeholder scrutiny, the risks they face become more interconnected, less visible, and faster moving. That’s why embedding a forward-looking risk management framework is not a compliance exercise; it’s a competitive advantage.
The Shifting Risk Landscape in a Scaling Business
Leaders today are navigating unprecedented uncertainty. According to KPMG (2024), 61% of executives expect the amount of risk they personally manage to increase sharply over the next 3–5 years. Yet most organizations are not equipped to meet that challenge head-on. A recent PwC Pulse Survey found that 75% of risk leaders believe they are underinvesting in the capabilities needed to respond to emerging threats.
The pressure is especially acute for companies in growth mode. Whether expanding internationally, entering new sectors, or pursuing acquisitions, the risk profile of a scaling organization changes faster than traditional controls can adapt. New compliance regimes, supplier vulnerabilities, talent gaps, and reputational exposures emerge. Without a structured system, companies default to firefighting rather than foresight.
Introducing the COSO ERM “5×5” Framework
To navigate this complexity, businesses can adopt the COSO Enterprise Risk Management (ERM) “5×5” framework, a widely recognized and practical model for integrating risk into strategic decision-making. Originally developed by the Committee of Sponsoring Organizations of the Treadway Commission (COSO), the framework breaks risk management into five interdependent components, each tied directly to core business functions.
1. Governance and Culture
This component asks: Do we have clear tone-from-the-top and risk ownership?
Strong governance ensures that risk management isn’t a back-office exercise—it’s embedded in leadership behavior and decision-making. Organizations should define their risk appetite clearly and assign a senior risk champion responsible for visibility and accountability.
Real-World Insight: One technology client created a cross-functional risk committee chaired by the CFO. This group met monthly to align risk appetite with funding and growth decisions, streamlining board reporting and elevating cross-department visibility.
2. Strategy and Objective-Setting
Does our growth plan reflect risk-reward trade-offs?
Strategy should never be separated from risk. As organizations pursue expansion, they need to stress-test scenarios, ask “what could go wrong?” and align objectives with their stated appetite for risk. Too often, businesses chase growth targets without calibrating operational constraints or market volatility.
Real-World Insight: A logistics firm entering LATAM markets identified political instability as a major wildcard. By modeling worst-case disruptions, they avoided over-committing capital and staged entry through joint ventures, limiting downside exposure.
3. Performance
Which emerging risks threaten our scale?
This is where companies need to quantify risk, not just discuss it. By assigning likelihood and impact scores to potential risks, they can build a prioritized risk register and determine appropriate mitigation strategies. Top risks should have named owners, funding plans, and clearly defined triggers.
Real-World Insight: A consumer products company discovered that 70% of their top-line growth relied on one third-party logistics provider. That insight led to a proactive diversification strategy before the vendor experienced a labor disruption.
4. Review and Revision
What’s changed quarter-to-quarter?
Scaling companies move fast—but if the risk framework is static, it becomes irrelevant. Leaders should schedule after-action reviews following key initiatives or disruptions and recalibrate controls regularly. Agility in governance is just as important as agility in operations.
Real-World Insight: After a failed product launch in Europe, a B2B software company conducted a root-cause analysis, updated its compliance review process, and avoided a similar misstep in its subsequent APAC expansion.
5. Information, Communication, and Reporting
Are insights timely and decision-ready?
Too many risk dashboards are backward-looking or overly technical. Effective risk management demands clear, forward-looking Key Risk Indicators (KRIs) integrated directly into executive and board reporting. The goal is to make risk intelligence part of routine decision cycles.
Real-World Insight: A financial services firm built a KRI dashboard that combined credit exposure, market volatility, and regulatory alerts. This helped them respond faster to geopolitical disruptions and adjust underwriting thresholds in real time.
Why Risk Management Is a Growth Enabler
When implemented correctly, the COSO ERM 5×5 framework is not about slowing down decisions—it’s about giving leadership the confidence to act quickly and decisively. Risk management becomes a guard-rail system, not a set of brakes. This distinction is critical for organizations that aim to scale without exposing themselves to existential shocks.
In our advisory work, we see the best outcomes when leaders internalize risk thinking at the strategic level. They no longer treat risk as a quarterly report; they treat it as a daily operating lens. This leads to faster innovation, more resilient teams, and greater investor confidence.
Real Strategies. Real Results.
Risk management is not a cost center—it’s a strategic enabler. Organizations that embed risk into their culture, strategy, and performance systems scale more sustainably and recover more quickly when shocks hit. The COSO ERM 5×5 model offers a clear, actionable roadmap to do just that.
If you’re ready to scale with confidence, start by asking yourself: Does our current system reveal the right risks, at the right time, to the right decision-makers? If not, it’s time to build something stronger.
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Sam Palazzolo
Real Strategies. Real Results.