In this Secured clip, Joe Anderson of Fortify Risk Management highlights an often-overlooked business threat: war and terrorism risk.

While many U.S.-based organizations consider war a low-probability event, its ripple effects are far-reaching. Global conflicts can disrupt supply chains, restrict access to foreign markets, threaten employee safety, and create hesitation in investment and expansion strategies. Even when the conflict is overseas, the operational and financial consequences can be immediate.

Terrorism presents a parallel risk — whether as a direct threat tied to industry or geography, or as an indirect shock that disrupts markets and confidence, as seen during events like 9/11.

So how should organizations respond?

Anderson outlines three core strategies: avoidance, transfer, and diversification. Companies should conduct international security and risk assessments, prioritize operations in lower-risk regions, and explore tools like political risk insurance or contractual risk transfer. Beyond that, resilient risk management means building redundancy — dual sites, multiple suppliers, and diversified revenue streams.

Ultimately, he challenges leaders to ask a critical question: If this crisis happens, who benefits? And how can your organization position itself to remain stable — or even pivot — in the face of disruption?