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The Chinese government accelerated investment by its companies abroad via the Belt and Road Initiative (BRI). If we take the BRI to be the material manifestation of the first stage of China’s economic and ideological global strategy, then the emergence of the Digital Silk Road marks the beginning of a second, dematerialized phase, with the ultimate goal of transforming the world economy. In this context, every BRI stakeholder is confronted with new VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) challenges. This article explores the possibility of transforming these new risks into opportunities for corporate development. Results drawn from the case study of China Telecom confirm the viability of managing the corporate risks associated with this new context, whereby a company plans and implements its strategy based on ex-ante risk analysis and reacts proactively to the economic, social, and competitive environment.