Which of the following is the BEST recommendation of a risk practitioner for an organization that recently changed its organizational structure?

An organizational structure change can significantly alter responsibilities, reporting lines, processes, and even strategic objectives, thereby shifting the organization's overall risk profile; communicating this new profile ensures all stakeholders, especially leadership, are aware of the updated risk landscape and can make informed decisions.

Implementing an entirely new risk assessment process might be excessive; existing processes might only need to be re-run or adjusted to reflect the new structure rather than being completely replaced.

While a structural change might prompt a revalidation of risk appetite, the direct and immediate consequence for the practitioner is to understand and communicate the *current* change in risk, with revalidating appetite being a higher-level strategic decision that might follow.

Reviewing and adjusting key risk indicators (KRIs) is a valuable step, but it is an action taken *after* understanding the new risk profile to monitor it effectively, rather than the initial, overarching recommendation.