Risky or Too Risky

 We started this book with a simple question: Howrisky is too risky?Risky or Too Risky159After five chapters and fifty conversations, the answer is clear:The only risk that’s too risky is the risk of relevance.Everything else? That’s just business.And as our accidental risk managers, trust-but-verify practitioners, human-centered leaders, and intelligently aggressive innovators have shown us:When you approach risk with wisdom, courage, and humanity, even the riskiest ventures can become your greatest opportunities. The future doesn’t belong to the risk-averse or thereckless.It belongs to the risk-intelligent-those who see uncertainty not as a threat to be eliminated, but as a canvas for creation.Your canvas is waiting. Your team is ready. The only question left is: What risk will you taketomorrow that your competition is too scared totake today?Because in the end, that’s not just risk management. That’s leadership.And that’s how you build the future-brick by brick. We asked, How risky is too risky?Now we know:Not taking any risks at all.That’s too risky.