A new operating system for a world of cascading disruption.
Empower your teams to anticipate interconnected threats, surface hidden vulnerabilities, and unlock opportunities others miss.
Built for complexity, designed for action, and focused on transforming organisations from firefighting to foresight.
Why Traditional Risk Management No Longer Works
Supply chains weren’t built for the world we’re now in, where crises don’t hit one at a time, but cascade, compound, and accelerate. Most risk systems still assume:
- Disruptions are isolated, not interconnected
- Risk unfolds linearly, not systemically
- Past events can predict the future
- Response equals resilience
The result? Blind spots, scrambled decisions, and missed opportunities.
It’s time for a different lens, one that sees how today’s risks actually behave.
There’s a Better Way to Manage Risk
Transforms disruption into opportunity and lead with clarity.
The signal house framework
Structured Risk Mapping
Use the Stress-Trigger-Crisis framework to trace how risks build, interact, and cascade across your network.
Exposure & Control Profiling
Score where your organisation is most exposed - and what it can control - across internal, external, and mixed factors.
Pathway Analysis
Map how disruptions move through physical and digital flows to reveal hidden interdependencies.
Decision Matrix
Position risks by controllability, timing, and opportunity to prioritise smarter interventions and avoid wasted effort.
Opportunity Lens
Identify upside risks and speculative opportunities, not just threats.
Actionable Roadmaps
Translate insight into clear mitigation, monitoring, and growth plays, supported by metrics and accountabilities.
Ready to Rethink Risk?
Today’s disruptions won’t wait, neither should you.
Whether you’re leading a supply chain, managing operations, or shaping enterprise resilience, the riskOS approach gives you the tools to stay ahead of cascading threats and find opportunity in complexity.
What exactly is the “Polycrisis” approach to supply chain risk?
It’s a structured method for understanding and managing interconnected risks—focusing on how small stresses and sudden triggers combine into larger crises. Unlike traditional frameworks, it reveals system-level vulnerabilities and opportunities.
How is this different from existing risk or resilience frameworks?
Most risk frameworks treat disruptions as isolated, predictable events. The polycrisis approach reflects today’s reality: disruptions cascade, amplify, and evolve. It equips teams to think in systems, not silos—and respond with foresight, not just reaction.
Is this approach only useful for large enterprises?
No. While the framework scales well across large, complex supply chains, it’s equally valuable for mid-sized firms needing sharper visibility, smarter prioritisation, or resource-light ways to upgrade their resilience strategy.
What do I actually walk away with?
A tailored risk map, clear prioritisation of threats and opportunities, practical decision tools, and a shared language to drive alignment across your team. These outputs are designed to be used immediately—no further investment required.
We already have risk processes in place. Will this replace them?
Not necessarily. The polycrisis framework is designed to complement and enhance existing tools—bringing system-level clarity, broader context, and more dynamic decision-making to your existing processes.
Is the focus only on downside risks?
No. One of the key differentiators of this approach is the inclusion of upside risk—opportunities that emerge from disruption. The tools help identify where volatility can be turned into strategic advantage.
Is this relevant outside of supply chains?
Yes. While the tools are designed with supply chain complexity in mind, the principles apply across risk-heavy environments - operations, procurement, sustainability, IT, and beyond.
Can this be integrated into ongoing risk governance or board reporting?
Absolutely. The outputs, especially the risk maps and prioritisation grids, are ideal for executive-level discussions and governance cycles, providing clarity without oversimplification.