The article is devoted to the problems of justifying risk decisions and managing risks over a long planning period, taking into account strategic indicators of future results of the planning period and changes in the conditions for project implementation in the current situation. The amount of capital at the end of the planning period is considered as the future business result. The strategic indicator of capital at the end of the planning period is defined as the expected value of this capital depending on the planned scenarios for the implementation of each project. It is a guideline for making long-term risk decisions taking into account future results at the end of the planning period. To model the capital at the end of the planning period for each considered sequence of implementation of individual risk projects, the method of the full financial plan is used. It is assumed that each risk project is implemented only according to one scenario, depending on which the capital is estimated at the end of the period, and a comparison of the obtained result with the established value of the indicator allows obtaining information for making additional decisions depending on the current situation of business development. The models of the complete financial plan for determining the capital at the end of the planning period for a given sequence of implementation scenarios for each considered risky project are formulated. Experimental calculations of the strategic indicator at the end of a six-year period are performed depending on the entire set of specified sequences and the risk of its achievement. Attention is drawn to the possibilities of business management based on its diversification under the assumption that all projects are implemented according to pessimistic scenarios based on the termination of implementation and liquidation of projects, investing the received funds in the business and reducing payments to owners, which allows bringing the expected capital at the end of the planning period closer to the selected value of the strategic indicator and reducing the risk. It is shown that, taking into account the given value of the selected strategic indicator of future results when making risky decisions and implementing risky investment projects, it is possible to ensure business development that to one degree or another corresponds to the established indicators.