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In the international development world, we’ve become quite good at listing risks: currency volatility, unstable governments, partner capacity, safeguarding incidents, reputational fallout. The usual suspects.

But in too many charities, risk management becomes a bureaucratic exercise. Risks are noted, coloured red, amber or green, and then quietly parked until the next board meeting. Meanwhile, the real risks—on the ground—keep shifting.

I’ve seen this up close. When you’re working in places where governments are unstable, laws change overnight, or a single WhatsApp message can spark a misinformation storm, risk management has to be live, human, and responsive.

That means:

- Field staff are trained to spot risks early, not just react
- Trustees are briefed honestly, not comforted with false assurance
- Systems are nimble—able to pause, adapt, or exit if the situation demands it
- Local partners are part of the risk conversation, not just the delivery

In one of the countries we operated in, a sudden government policy shift threatened our entire programme. The formal risk register didn’t cover it—but our relationships did. Local staff flagged the mood early, and because we had a trusted process to escalate concerns, we adapted quickly and stayed one step ahead.

Good risk management in international contexts is not about controlling everything. It’s about being alert, honest, and prepared to act.

What’s the biggest risk your charity has faced abroad? Did you see it coming—or did it catch you off guard?

Let’s start a real conversation. It might help someone else see the storm before it hits.