Risk mitigation should be a mindset, not a standalone project. When managing disputes, companies need robust information to build actionable insights, break down silos and drive business resilience.
Ed Poulton, Partner, London
In 2026, disputes are running continuously, concurrently and at a pace that few organizations can comfortably manage. In this environment, a purely reactive approach is no longer enough, particularly as the risk of business disruption grows and external pressures intensify.
Our flagship
Global Disputes Forecast highlighted three defining external pressures shaping risk in 2026: geopolitics, technological change and supply chain disruption. At the same time, internal constraints, including limited resources and competing priorities, mean that organizations must be intentional and agile in resource allocation.
Recognizing that robust disputes preparedness is key to organizational resilience, we commissioned a wave of research to dive deeper into these initial findings, exploring the intersection of core risk areas such as cyber, tax, trade and antitrust, to more clearly define key priorities and pain points for 600 senior decision-makers across the globe.
