Companies increasingly face the need for transformation in today's rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today's dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.

Maker technologies, including collaborative digital fabrication tools like 3-D printers, enable entrepreneurial opportunities and new business models. To date, relatively few highly successful maker startups have emerged, possibly due to the dominant mindset of the makers being one of cooperation and sharing. However, makers also strive for financial stability and many have profit motives. We use a multiple case study approach to explore makers' experiences regarding the tension between sharing and commercialization and their ways of dealing with it. We conducted interviews with maker initiatives across Europe including Fab Labs, a maker R&D center, and other networks of makers. We unpack and contextualize the concepts of sharing and commercialization. Our cross-case analysis leads to a new framework for understanding these entrepreneurs' position with respect to common-good versus commercial offerings. Using the framework, we describe archetypal trajectories that maker initiatives go through in the dynamic transition from makers to social enterprises and social entrepreneurs.