Key Risks to Watch for in 2026: How US Organizations Can Build Resilience

Last year was a volatile one for businesses of all sizes across the United States. But organizations can hardly sit back in 2026, the same threats to stability persist, and managing through uncertainty has become the norm.

These increasingly complex risks have become near constant and interconnected. Extreme weather events, labor shortages and cyber-attacks for instance, influence supply chain disruption. Economic pressure is linked to these risks, forcing companies to adopt enterprise-wide strategies for a range of possible contingencies including headcount reductions, AI, proactive supply chain management and emergency event planning.

While predictions made in late 2025 by for the national economic outlook in the coming year tended to be optimistic, closer inspection reveals a polarization in business expectations and confidence. Even if markets experience another year of gains, organizations cannot ignore the volatility that is practically baked into commerce today.

Here are some of the top challenges organizations in the US can expect to face in 2026. 

Escalating Cyber and Digital Ecosystem Risk

It used to be that cyber risk was primarily limited to breaches of traditional perimeter defenses. A company could construct a good firewall and rely on traditional safeguards. However, cyber threats have become much more diverse over the last half-decade, with top-ranked potential dangers including:

• More sophisticated ransomware
• Phishing and email compromise
• AI-driven social engineering
• Cloud security breaches
• Third-party software attacks
• Supply chain vulnerability
• Politically motivated cyber conflicts
• Insider threats and negligence
• Quantum computer code-breaking potential
• Real-time mutating malware

As businesses expand their reach globally, they put themselves at a growing risk of cybercrime. Similarly, outsourcing service providers, including subscription-based platforms, increases exposure and leaves companies open to downstream attacks, even if their core systems were not initially vulnerable. Remote work and bring-your-own-device usage further expand the cyber threat surface.

Perpetrators of cyber assaults have become more advanced and more brazen. Crimeware-as-a-Service (CaaS) and Ransomware-as-a-Service (RaaS) models enable attackers to leverage generative AI to scale attacks and evade detection.

For businesses still in startup or growth mode, the risks are higher. Nearly half of US small- and medium-sized businesses reported experiencing a cyber incident in 2025.

Instead of relying solely on traditional defenses, organizations can strengthen their digital resilience by understanding how their systems, third‑party relationships, and workflows shape cyber exposure. Prioritizing controls, conducting stress tests, and aligning preparedness with business impact allow teams to respond faster and more confidently as threats evolve.

Supply Chain Disruption and Trade Volatility

Supply chain uncertainty has been a problem for much of the last decade, influenced by:

• The coronavirus pandemic
• Severe weather events
• Canal blockages
• Port congestion
• Dock labor shortages
• Insufficient warehousing
• Customs changes

The very problems that contribute to supply chain delays only serve to exacerbate disruption. Difficulty obtaining parts for truck and rail transport, for example, further slows downstream delivery.

Other challenges include overreliance on single suppliers, just-in-time inventory models, and rising energy prices.

Trade volatility driven by shifting tariff regimes continues to affect sourcing, pricing, and delivery timelines. A McKinsey & Company global study by found that 82% of organizations experienced tariff‑related supply chain delays.

In parallel, heightened geopolitical uncertainty has prompted multinational organizations to conduct contingency planning for sanctions risk, capital market disruption, and defense realignment scenarios. Aviation authorities have also issued warnings regarding potential airspace disruptions across Central America, South America, and the Caribbean.

At best, businesses must plan for operational downtime and revenue loss; at worst, prolonged disruption could contribute to broader economic contraction and financial instability.

Organizations can reduce the impact of global volatility by improving supply‑chain visibility, identifying critical dependencies, and preparing for how disruptions might cascade across operations. Scenario planning and flexible sourcing strategies give teams more room to maneuver when unexpected delays or geopolitical shifts arise.

Extreme Weather and Physical Asset Disruption

Severe “once in a century” weather events; including hurricanes, floods, wildfires, heatwaves and winter storms, are occurring with increasing frequency and intensity. These events disrupt facilities, workforce safety, regional infrastructure and third-party operations. Damage to physical assets can halt operations, strain recovery resources and extend downtime well beyond the initial event.

Additional risk factors in 2026 include rising insurance premiums, market withdrawals by carriers, and uncertainty around long-term disaster mitigation funding.

Evaluating site vulnerabilities, reinforcing critical infrastructure, and planning for recovery ahead of time can help organizations minimize downtime and financial strain. A structured approach to emergency response and business continuity supports safer operations and more reliable recovery when extreme weather strikes.

Workforce Availability and Skills Risk

Workforce availability and skills matching remain persistent challenges across industries including technology, manufacturing, energy, construction and risk management.

Aging workforce demographics and accelerated retirements continue to tighten labor markets. At the same time, uncertainty around AI adoption has influenced employee mobility, engagement and willingness to raise workplace concerns.

The result is increased operational and safety risk as organizations face pressure to do more with fewer or less-experienced resources.

By identifying workforce gaps, reinforcing safety programs, and investing in training and front‑line readiness, organizations can strengthen operational performance even during staffing shortages. A resilient workforce, supported by strong culture and leadership engagement, is better equipped to maintain safety and productivity under pressure.

Inflation, Cost Volatility, and Financial Pressure

How can businesses make confident investment and pricing decisions in a dynamic economic environment? This question spans virtually all sectors.

Organizations continue to face uncertainty related to inflation trends, insurance pricing, financing costs, energy markets and tariff-driven pricing pressure. These conditions affect staffing decisions, payroll planning and long-term growth strategies.

Organizations can improve financial resilience by reducing preventable losses, enhancing operational efficiency, and basing decisions on risk‑informed data. With clearer insight into what drives cost volatility, leadership teams can plan more confidently and protect long‑term financial performance.

Regulatory Complexity and Compliance Risk

The regulatory environment in the United States continues to evolve with regard to cybersecurity, data protection and workplace safety. Inconsistent requirements across federal and state jurisdictions increase compliance complexity and cost burden.

Overcompensating for uncertainty can be costly, while underplanning leaves organizations vulnerable to fines, enforcement actions and reputational damage, all of which can have long-term revenue impacts.

Taking a proactive approach to compliance, by assessing regulatory exposure and aligning controls to actual operating conditions, helps organizations stay ahead of emerging requirements without unnecessary complexity. Strong governance builds confidence, accountability, and long‑term stability.

Infrastructure Reliability and Business Continuity Gaps

Aging infrastructure, uneven digital connectivity, cyber threats and competition for critical resources such as water and power pose growing continuity challenges.

According to Pew Research, Data centers alone are projected to consume more than 8% of US electricity by 2030, placing additional strain on power grids and intensifying competition over land use, permitting and utilities.

Infrastructure disruptions can ripple quickly through facilities, suppliers and customers, causing systemic failure. Organizations that rely on just-in-time or high-availability models are particularly vulnerable.

By examining infrastructure dependencies, validating continuity assumptions, and preparing for utility or network outages, organizations can build greater operational resilience. Scenario testing and recovery planning help teams maintain essential functions and reduce the impact of cascading disruptions.

Facing Volatility with Confidence

The risks facing US organizations in 2026 are unlikely to diminish. Resilience requires anticipation, operational strengthening and informed decision-making across interconnected risk domains.

Organizations that integrate resilience into strategy, culture, and daily operations are better positioned to navigate uncertainty and emerge stronger. Clear planning, adaptable processes, and an enterprise‑wide view of risk equip teams to move confidently through the volatility ahead.