Gray-zone aggression now a material threat for businesses, according to new Willis report

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[{"type":"text","content":"LONDON, Feb. 25, 2026 (GLOBE NEWSWIRE) -- Global stability is entering a new phase – one defined not by clear lines of conflict, but by the ambiguous, deniable and strategically choreographed tactics that sit between peace and war – known as ‘gray-zone aggression’. That’s the key finding of a new report from The Willis Research Network and Elisabeth Braw, a senior fellow with the Atlantic Council. Gray-zone aggression has rapidly evolved into a material threat for businesses; disrupting markets, undermining confidence and creating political leverage. The report, titled “Hidden threats, real impacts: gray-zone aggression”, highlights that five years ago, this challenge barely registered on corporate risk radars and was largely viewed as confined to the aviation and shipping sectors. Today, it is shaping geopolitical risk appetite, testing insurance policy wordings and the resilience strategies of every major sector. In this volatile environment, the private sector is no longer a bystander, the report says. Executives need to anticipate, adapt and collaborate to strengthen corporate defences and maintain business continuity. The report highlights further findings for risk and insurance leaders: Re-evaluate insurance wordings, triggers and limits: as geopolitical tensions rise, gaps can emerge in the gray-zone between peace and war. Specialist review of policy language is critical to ensure coverage aligns with the emerging risk environment rather than legacy definitions of conflict.Elevate gray-zone aggression as an enterprise-level risk: review risk registers and strategy for gray-zone threats. Continuous geopolitical monitoring, scenario refresh cycles and dissemination of intelligence are essential.Stress test supply chain resilience through a geopolitical lens: complex interdependencies mean a single chokepoint disruption can generate outsize ripple effects. Diversification, route alternatives and friendshoring considerations should be embedded into operational and financial planning.Strengthen crisis management for ambiguous events: gray-zone incidents often resemble ‘accidents’ until patterns emerge. Organisational resilience will be tested by decision making under uncertainty. Where attribution is incomplete, public narratives diverge and regulatory environments shift at speed.Integrate scenario thinking into strategic plan...

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