{"id":18657,"date":"2026-01-16T10:21:29","date_gmt":"2026-01-16T08:21:29","guid":{"rendered":"https:\/\/peoplesphere.be\/fr\/?p=18657"},"modified":"2026-01-16T10:21:29","modified_gmt":"2026-01-16T08:21:29","slug":"opinion-2026-sera-lannee-du-risk-manager-et-cest-une-excellente-nouvelle","status":"publish","type":"post","link":"https:\/\/peoplesphere.be\/fr\/opinion-2026-sera-lannee-du-risk-manager-et-cest-une-excellente-nouvelle\/","title":{"rendered":"Opinion – 2026 sera l\u2019ann\u00e9e du risk manager\u2026 et c\u2019est une excellente nouvelle."},"content":{"rendered":"

2026 s\u2019annonce comme un moment charni\u00e8re pour les entreprises belges. Nous entrons dans une nouvelle \u00e8re o\u00f9 les risques classiques \u2013 incendie, responsabilit\u00e9, incidents op\u00e9rationnels \u2013 ne disparaissent pas, mais sont d\u00e9sormais \u00e9clips\u00e9s par des risques d\u2019une tout autre nature : cybermenaces, tensions g\u00e9opolitiques, impact climatique, d\u00e9pendance \u00e0 l\u2019\u00e9gard de cha\u00eenes d\u2019approvisionnement complexes et, surtout, attentes soci\u00e9tales accrues en mati\u00e8re d\u2019int\u00e9grit\u00e9 et de transparence.<\/p>\n

Les entreprises doivent d\u00e9sormais \u00e0 la fois r\u00e9agir et anticiper. \u00c9teindre les incendies du quotidien tout en repensant leur organisation. Et c\u2019est pr\u00e9cis\u00e9ment dans ce contexte que le r\u00f4le du risk manager devient non seulement pertinent, mais strat\u00e9giquement indispensable.<\/p>\n

Pourquoi 2026 sera une ann\u00e9e charni\u00e8re<\/em><\/strong><\/h3>\n

Les signaux r\u00e9cents sont clairs. Les entreprises belges ont enregistr\u00e9 en 2024 un nombre record d\u2019incidents cyber. Les inondations en Wallonie rappellent brutalement que les impacts climatiques ne sont plus un sc\u00e9nario lointain. Et ceux qui tentent aujourd\u2019hui de s\u2019approvisionner en pi\u00e8ces d\u00e9tach\u00e9es venant d\u2019Asie ou m\u00eame d\u2019Allemagne savent que les chocs logistiques ne sont plus l\u2019exception, mais bien la nouvelle norme.<\/p>\n

Qu\u2019ont ces \u00e9volutions en commun ? Elles s\u2019entrecroisent. Une cyberattaque peut paralyser une usine ou mettre hors service une plateforme de vente en ligne pendant plusieurs mois comme ce fut le cas r\u00e9cemment pour le britannique Marks & Spencer, ce qui p\u00e8se sur le carnet de commandes et influence ensuite des d\u00e9cisions financi\u00e8res ou d\u2019investissement. Un incident climatique extr\u00eame peut affecter simultan\u00e9ment la s\u00e9curit\u00e9 du personnel, la production et la r\u00e9putation. En 2026, la gestion des risques ne sera plus un appendice du plan strat\u00e9gique. Elle sera le plan strat\u00e9gique.<\/p>\n

L\u00e0 o\u00f9 les risk managers font la diff\u00e9rence<\/em><\/strong><\/h3>\n

L\u2019image du risk manager r\u00e9duit \u00e0 un acheteur d\u2019assurances ou \u00e0 un expert technique persiste encore trop souvent. Pourtant, la r\u00e9alit\u00e9 est toute autre. Le risk manager en 2026 n\u2019est pas un poste de d\u00e9penses, mais un v\u00e9ritable dispositif de pilotage strat\u00e9gique. Dans les entreprises belges, trois domaines illustrent particuli\u00e8rement sa valeur ajout\u00e9e :<\/p>\n

Des plans d\u2019action concrets<\/em><\/strong><\/p>\n

Les entreprises les plus avant-gardistes travaillent aujourd\u2019hui avec des sc\u00e9narios : Et si une cyberattaque paralysait notre plateforme de r\u00e9servation en pleine haute saison ? Et si un fournisseur cl\u00e9 faisait faillite ? Et si de nouvelles r\u00e9glementations ESG r\u00e9duisaient nos marges de moiti\u00e9 ? Les risk managers traduisent ces sc\u00e9narios en plans d\u2019action concrets et en d\u00e9cisions d\u2019investissement. Ce n\u2019est pas un exercice th\u00e9orique : c\u2019est la raison pour laquelle certaines organisations se rel\u00e8vent en quelques jours apr\u00e8s une crise, quand d\u2019autres y perdent des mois.<\/p>\n

Une vision transversale de l\u2019entreprise<\/em><\/strong><\/p>\n

Un bon risk manager traverse les silos. Il ou elle comprend le fonctionnement de l\u2019usine, les rapports financiers, l\u2019architecture IT \u2014 mais surtout, comment ces univers interagissent. Cette vision transversale en fait l\u2019une des rares fonctions capables d\u2019avoir une compr\u00e9hension holistique de l\u2019entreprise et de f\u00e9d\u00e9rer les parties prenantes autour des risques \u00e9mergents. En Belgique, ce sont pr\u00e9cis\u00e9ment ces profils qui aident les dirigeants \u00e0 devenir plus agiles, \u00e0 prot\u00e9ger l\u2019entreprise contre les menaces potentielles, mais aussi \u00e0 agir comme un catalyseur d\u2019innovation, de croissance et de r\u00e9silience.<\/p>\n

Une culture du risque mature<\/em><\/strong><\/p>\n

C\u2019est peut-\u00eatre la plus grande valeur ajout\u00e9e du risk manager : l\u2019instauration d\u2019une v\u00e9ritable culture du risque. Pas comme un frein, mais comme un levier. Une entreprise o\u00f9 chaque collaborateur comprend que le risque est partag\u00e9 \u2013 de la production aux ventes, de l\u2019IT aux RH \u2013 devient plus rapide, plus intelligente et plus r\u00e9siliente. Ce n\u2019est pas un hasard si les entreprises dot\u00e9es d\u2019une culture du risque mature sont, sans surprise, souvent les plus innovantes et performantes.<\/p>\n

La Belgique a besoin de plus de risk managers\u2026 et de plus de formations<\/em><\/strong><\/h3>\n

Notre \u00e9conomie devient plus complexe, mais notre pipeline de talents ne suit pas. Les universit\u00e9s et hautes \u00e9coles belges proposent encore tr\u00e8s peu de programmes sp\u00e9cialis\u00e9s en gestion des risques d\u2019entreprise (risk management). C\u2019est une occasion manqu\u00e9e.<\/p>\n

La gestion des risques par une approche globale couvrant l\u2019ensemble de la cha\u00eene de valeur n\u2019est plus une niche. C\u2019est une discipline qui combine strat\u00e9gie, analyse de donn\u00e9es, psychologie, durabilit\u00e9 et technologie. Un domaine o\u00f9 les jeunes talents peuvent avoir un impact d\u00e8s le premier jour.<\/p>\n

Il est temps de lui accorder la m\u00eame attention acad\u00e9mique que celle donn\u00e9e ces derni\u00e8res ann\u00e9es \u00e0 la cybers\u00e9curit\u00e9, au d\u00e9veloppement durable ou \u00e0 la supply chain. La demande des entreprises existe, le besoin soci\u00e9tal aussi.<\/p>\n

Choisir un risk manager strat\u00e9gique n\u2019est pas de la prudence, c\u2019est de l\u2019ambition<\/em><\/strong><\/h3>\n

Dans un monde o\u00f9 la disruption est la norme, les entreprises qui accordent une place strat\u00e9gique \u00e0 leur risk manager choisissent le progr\u00e8s, pas la prudence. Elles optent pour la rapidit\u00e9, la confiance interne et la capacit\u00e9 non seulement \u00e0 r\u00e9sister aux chocs, mais \u00e0 s\u2019en renforcer.<\/p>\n

2026 apportera son lot de nouveaux risques. C\u2019est in\u00e9vitable. Mais pour ceux qui les comprennent, ils ne sont pas une menace : ils deviennent une source d\u2019insight, d\u2019innovation et, finalement, d\u2019avantage concurrentiel.<\/p>\n

La v\u00e9ritable question n\u2019est donc plus : Avons-nous besoin d\u2019un risk manager ? Mais bien : Pouvons-nous encore nous permettre de ne pas en avoir ?<\/p>\n

 <\/p>\n

Opinion – Typhaine Beaup\u00e9rin, Risk Management Client Leader, Marsh Europe<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

2026 s\u2019annonce comme un moment charni\u00e8re pour les entreprises belges. 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