In collaboration with

McKinsey & Company

Resilience Pulse Check:

Harnessing Collaboration to
Navigate a Volatile World
WHITE PAPER
JANUARY 2025
Images: Getty Images

Contents
Foreword 3

Executive summary 4

1 The need for a more integrative approach to resilience 5

1.1 
Growing complexity and interconnectedness of risks  5

1.2 
Preparing for the future in a high-stakes environment 6

1.3 Making resilience a core component of long term

strategic thinking 8

2 Resilience journey pulse check 9

2.1 The private-sector resilience framework  9

2.2 
Gaps in resilience preparedness  10

2.3 
Balancing priorities  11

2.4 
Building resilience leadership within
the organizational dimension  14

2.5 
Adapting capabilities at all levels 15

3 Accelerating resilience efforts through public-

and private-sector collaboration 17

3.1 
Enhancing access to capital 19

3.2 
Cultivating macroeconomic stability 20

3.3 
Accelerating green growth and scaling
up sustainable investments 20

3.4 
Adapting human capital
to technological disruption 21

Conclusion 23

Appendix  24

Contributors 25

Endnotes 26

Disclaimer
This document is published by the
World Economic Forum as a contribution to a project,
insight area or interaction. The findings, interpretations and
conclusions expressed herein are a result of a collaborative
process facilitated and endorsed by the World Economic
Forum but whose results do not necessarily represent the
views of the World Economic Forum, nor the entirety of its
Members, Partners or other stakeholders.
© 2025 World Economic Forum. All rights reserved. No part of
this publication may be reproduced or transmitted in any form
or by any means, including photocopying and recording, or by
any information storage and retrieval system.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 2

January 2025 Resilience Pulse Check: Harnessing
Collaboration to Navigate a Volatile World

Foreword
Børge Brende Bob Sternfels
President and CEO, Global Managing Partner,
World Economic Forum McKinsey & Company

The art of sailing is not in controlling the wind but in acknowledging the need for resilience in their core
skilfully adjusting the sails to navigate through the strategies, many still struggle to translate that
storm. In a world shaped by accelerating change, awareness into tangible capabilities. Strikingly,
resilience has emerged as the key capability 84% of companies report being underprepared for
essential for both survival and success. Today’s current trends and uncertainties.
leaders are increasingly seeing that resilience is not
just about enduring crises, but thriving in the face A resilient approach relies on both defensive and
of them. offensive strategies. Yet, our findings reveal a
predominant focus on short-term actions, reflecting
Since its inception in 2022, the Resilience a tendency towards defensive measures over
Consortium has acted as a catalyst for public- and proactive ones.
private-sector efforts to strengthen resilience. As
global leaders navigate a landscape of compounding Building on survey insights, this paper explores the
risks (from climate instability and geopolitical foundations of resilient leadership and underscores
conflicts to supply chain fragility and technological the importance of public-private collaboration in
disruptions), the Consortium’s mission grows only advancing resilience. The key focus areas identified
more significant. Through coordinated actions, the include: improving access to capital, cultivating
Consortium has sought to boost resilience-building macroeconomic stability, driving sustainable
across industries, sectors and regions. investments and green growth, and preparing the
workforce for technological advancements.
This paper is a continuation of this goal. Drawing
insights from a survey of over 250 private-sector We express our gratitude to the Consortium
leaders, it aims to assess where companies members and Forum initiative leaders for their
currently stand in their resilience journeys. It invaluable contributions. Their insights have been
additionally evaluates companies’ preparedness instrumental in shaping this paper, and we hope
and action in the face of mounting challenges. it serves as a guide and inspiration for leaders
While an increasing number of companies are intending to advance their resilience strategies.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 3

Executive summary
Companies feel unprepared to face rising
threats and uncertainties.

As volatility and compounding risks rise, leaders balanced decision-making. Companies need to
are learning firsthand that the ability to navigate and enhance decision-making speed through forward-
adapt continuously to complex macroeconomic and thinking scenario planning. Teams require trust,
geopolitical dynamics is crucial for shaping resilient autonomy and psychological safety to thrive under
strategies. To build resilient strategies, organizations pressure. At the individual level, leaders must
are channelling greater investments into proactive model resilience, inspire their teams and address
future preparedness (or “offence moves”). This challenges like burnout and shifting workplace
report examines how companies are navigating expectations.
today’s resilience challenges based on insights from
a global survey of over 250 private-sector leaders As companies concentrate on addressing
across industries and regions. It reveals the state of immediate risks, long-term resilience often takes
resilience in the private sector, uncovers key gaps in a back seat, revealing a critical gap in sustained
readiness and offers actionable recommendations for preparedness. This gap presents an opportunity
promoting collaboration in resilience-building efforts. for the public sector and international organizations
to step in and support efforts to build enduring
Organizations face an unprecedented risk resilience. Collaborative initiatives can tackle key
landscape, with technology (cybersecurity, artificial challenges, focusing on themes such as:
intelligence), regulatory changes, shifting market
dynamics and macroeconomic factors (inflation, – Access to capital: Using public funds to
trade policies) emerging as the top concerns. As attract private investment, addressing barriers
stakes rise, organizations are increasingly urged to like perceived risks, high capital costs and
improve investment risk management with greater currency volatility
accuracy and foresight. Resilience must become
a central element of long-term strategic planning – Macroeconomic stability: Promoting a
rather than being treated as a standalone issue – supportive environment for private-sector
yet only 13% of companies currently incorporate growth through policy dialogue, long-term
resilience KPIs (key performance indicators) investments and fiscal health improvements
comprehensively into their strategies.
– Sustainable investments: Encouraging green
While resilience awareness is growing, 84% growth and the energy transition by incentivizing
of companies report feeling underprepared for sustainable practices and behaviours
current and future disruptions. Many organizations
remain focused on addressing immediate needs, – Workforce preparedness: Equipping the
favouring short-term defensive actions over workforce with skills for technological and
forward-looking strategies. Across industries, workplace changes to reduce skill gaps and
resilience efforts tend to prioritize financial support long-term growth
and digital strategies, often at the expense
of foundational capabilities like foresight and Resilience-building requires unified leadership from
disruption readiness. This imbalance creates chief executive officers, boards and policy-makers.
vulnerabilities that could hinder organizations’ Effectively addressing these challenges depends
ability to navigate prolonged uncertainty. on collective efforts to mobilize resources, harness
expertise and encourage innovation at scale.
Leadership plays a pivotal role in building resilience, By working together, stakeholders ensure that
and it must be strengthened at every level. Boards resilience becomes a foundation for thriving in an
must embrace diverse perspectives to drive increasingly complex and interconnected world.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 4

1 The need for a more
integrated approach
to resilience
Amid rising volatility and compounding risks,
organizations face higher-stakes decisions,
necessitating a strategic, integrated
approach to resilience.
As we learned over the past few years, we operate
in a world in which we must expect the unexpected.
Kristalina Georgieva, Managing Director, International
Monetary Fund (IMF)

In today’s interconnected landscape, organizations disruptions in technology, while soaring inflation

are grappling with increasingly complex, throughout 2022 to 2024 led to widespread
compounding risks, driven by the convergence of financial instability. On the geopolitical front,
geopolitical tensions, societal instability, climate escalating trade tensions between the US and
change and technological vulnerabilities. These China have forced organizations to rethink and
risks take various forms. For instance, the 2024 diversify their supply chains to mitigate exposure to
CrowdStrike outage caused significant global global uncertainties.

1.1 
Growing complexity and interconnectedness
of risks
The top 10 short-term risks identified by the Global fuelled by growing cybersecurity concerns and the
Risks Report 20251 align closely with geopolitical, rapid adoption of generative artificial intelligence
environmental, societal and technological themes. (AI). Regulatory changes emerged as the second
Geopolitical concerns, including interstate armed most disruptive challenge, particularly due to rising
conflict and geoeconomic confrontation, are especially compliance costs associated with data protection
prominent in the one-year risks ranking. Societal risks, and environmental regulations. Shifting market
including polarization, lack of economic opportunity, dynamics and evolving customer preferences
unemployment and concerns around human rights ranked third. This was followed by macroeconomic
and civic freedoms are also among the top 10 risks and capital issues such as exchange rate volatility,
identified. Environmental risks, such as extreme changing trade policies and inflation, which are
weather events or critical change to Earth systems, significantly affecting long-term investments and
emphasize the urgent need to develop sustainable business operations.
practices and resilient economies and societies.
Meanwhile, misinformation and disinformation Overall, this global anticipation of disruption across
represent the leading technological risks. regulatory, technological and macroeconomic
vectors reflects a rapidly evolving business landscape
The survey of private-sector leaders conducted for shaped by digital transformation and shifting policy
this paper reveals that not all risks are viewed as environments. The fact that these have been identified
equally disruptive to business operations. Over 250 as being among the most urgent risks underscores
global executives identified technology as the top the growing complexity and interconnectedness of
threat to business continuity. This trend is being global operations.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 5

 FIGURE 1 Overview of most impactful threats

Trends expected to be a major or severe disruption for organizations

Reference survey question:
Which of the current trends or uncertainties do you think will impact your organization the most?

Share of respondents indicating that a given threat will create major or severe disruption for their organization

Technology, e.g. cybersecurity, generative Al 52%

Regulatory changes, e.g. policy shifts, compliance 51%
Changing market dynamics and customer preferences 44%
Macroeconomic factors, e.g. trade policies, inflation 43%
Capital and balance sheets, e.g. rising interest rates 43%
People and workforce, e.g. talent shortages 42%
Supply chain disruptions and resource availability 40%
Geopolitics, e.g. international conflicts 37%
Pessimistic growth outlook, e.g. low consumer confidence 32%
Globalization, e.g. instabilities in manufacturing regions 30%
Volatile and increased energy prices 29%
Rising demand in the industry (including due to economic recovery) 29%
Climate change and rising importance of ESG 27%
Misinformation and disinformation 27%
Societal and political polarization 19%
Others 4%

1.2 
Preparing for the future in a high-
stakes environment
We need to address resilience at the company and country level.
Odile Renaud-Basso, President, European Bank for Reconstruction and Development (EBRD)

Amid this volatility, leaders are learning firsthand – In the automotive sector, significant funding is
that an ability to adapt continuously and build being allocated towards the electrification of the
resilience is essential. Sectors like energy, industry. For example, the automotive industry
automotive and technology will need to rethink their is spending over $1.2 trillion in electric vehicles
business models entirely to remain future-proofed and batteries through 2030.4
and withstand emerging disruptions. In response to
this, select companies have begun to take a more – Energy companies are currently investing
“offensive” (rather than “defensive”) approach and around $500 billion annually in renewable
are now dedicating greater investments to prepare energy projects, energy efficiency measures
for the future. This is especially true in industries and carbon capture and storage technologies.
undergoing transformation, as illustrated by the While green technologies accounted for only
following examples: around 25% of total investments in 2015, power
renewables and decarbonization technologies
– In technology, generative AI is experiencing are projected to make up around 60%-80% of
accelerated adoption. The share of total investments by 2040.5
organizations that have adopted generative AI
in at least one business function nearly doubled – Across industries, US and European companies
from 33% to 65% between 2023 and early are investing heavily to reshape their supply
2024,2 and is forecasted to further advance chains in response to geopolitical risks. US
over the coming years. By 2030, $500 billion companies are primarily reducing dependence
is expected to be spent on generative AI on China. For instance, Apple and its suppliers
globally across the stack (e.g. software layers, have invested $16 billion since 2018 to diversify
technologies or operational components).3 production beyond China.6 Meanwhile, European

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 6

 companies are looking to adjust their supply investing heavily in addressing today’s pressing
chains, mainly due to disruptions linked to Russia challenges. Collectively, these efforts translate
and China. They are additionally shifting more into a substantial rise in capital expenditures, as
of their operations and investments towards the companies strive to future-proof their operations
US market to create a more balanced global and build long-term stability in the face of mounting
presence. For instance, Volkswagen announced uncertainties. Over the period 2003 to 2023,
that it will invest $7 billion in new investments in the ratio of capital expenditure to earning before
the US by 2027,7 while US tech companies are interests and taxes (normalized and adjusted for
expanding in Europe to diversify and strengthen inflation) for public companies in majorly disrupted
their presence. industries (especially technology and energy) grew
significantly – between 3-12% compound annual
From funding the energy transition and deploying growth rate.
new technologies to revamping supply chains
for greater agility and resilience, companies are

Resilience is mostly about adaptation rather than risk mitigation.

Ambroise Fayolle, Vice-President, European Investment Bank (EIB)

Public-sector support has been vital for maximizing – Saudi Arabia aims to reach net zero by 2060.9
the impact of private-sector investments in future- This ambition is supported by significant energy
proofing key sectors. Strategic government actions, transition investments. One target put forward is
including policy frameworks, subsidies and investment to generate 50% of the country’s energy supply
in critical infrastructure, create the necessary conditions from renewable sources by 2030. Additionally,
for private capital to flow and thrive. This support clean energy is expected to receive $235 billion
accelerates the adoption of sustainable innovations, in public funding to help boost the transition
maximizing the long-term impact of private-sector already initiated by the private sector.10
initiatives and driving systemic transformation across
industries. Here are a few examples from stakeholders – Nigeria is cultivating resilient, diversified
closely engaged in the Resilience Consortium’s work: and inclusive agriculture-based livelihoods
by improving governance for disaster risk
– Egypt is taking significant steps to future-proof its management, adopting data-driven agricultural
economy through the ambitious Nexus of Water, interventions and promoting sustainable,
Food, and Energy (NWFE) programme, designed climate-smart farming practices. These efforts
to strengthen the country’s resilience against aim to address food insecurity, enhance
climate impacts while promoting sustainable productivity and protect vulnerable populations
growth. Via an innovative financing scheme that from recurrent shocks like conflict and climate
blends public, private and international capital, change. The strategy relies on local capacity
Egypt has successfully unlocked $14.7 billion in building, early warning systems and inclusive
funds allocated to projects. This sum is expected support to ensure that agricultural communities
to be allocated in projects focused on renewable can better withstand future disruptions and
energy, sustainable agriculture and efficient grow sustainably.11
water management.8

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 7

1.3 
Making resilience a core component of long term
strategic thinking

As the stakes for both the public and private sectors Resilience should not be treated as an isolated
continue to rise, organizations need to shift their concern – rather, it needs to become a core
focus towards managing investment risks with component of long-term strategic thinking. In
greater precision and foresight. This involves a practice, however, this is the exception rather than
careful reassessment of assumptions to ensure their the norm today. According to the survey, resilience-
accuracy, and a closer examination of decision- related KPIs are only partially integrated into
making processes to gauge long-term impacts. strategy for 55% of companies, and nearly 20% of
Granularity, stage-gate processes (or phased respondents do not integrate them at all. This lack
review processes) and adaptability are emerging of strategic alignment suggests that resilience is still
as key approaches in this shift. Granularity enables being treated as a secondary concern rather than a
organizations to break down complex strategies core business priority.
into smaller, more manageable parts, providing a
clearer view of risks and opportunities. Stage-gate Despite resilience being frequently treated as a
processes facilitate periodic evaluations at key secondary concern, some companies stand out
decision points (enabling decision-makers to evaluate as exemplary models prioritizing future-proofing
investments against criteria and decide whether by actively embedding resilience into their broader
to proceed, adjust or stop), ensuring flexibility and strategies. These companies prioritize a proactive,
minimizing exposure to unforeseen risks. Adaptability, offensive approach over reactive, defensive
meanwhile, ensures that companies remain agile measures. IKEA exemplifies this by continually
and can pivot their strategies in response to evolving incorporating sustainability into its strategic vision
market conditions or disruptions. By integrating these as a core enabler of resilience (rather than treating it
methods, organizations can not only mitigate risks as a separate, standalone objective).
more effectively but also position themselves for
sustainable growth in an increasingly uncertain world.

CASE STUDY
IKEA’s circular vision – building a resilient supply chain

Circularity impacts every aspect of IKEA’s integrate at least 20% recycled polyurethane
operations – from designing products with foam by 2025.
circular capabilities and responsibly sourcing
materials to redefining how they engage with To strengthen its recycling capabilities and
customers and beyond. IKEA is committed secure access to secondary raw materials,
to reducing reliance on virgin resources, driven IKEA has invested as a minority stakeholder in
not only by environmental considerations but RetourMatras. In 2023, RetourMatras dismantled
also by the need to build a resilient supply over 1 million mattresses, preventing more than
chain. This approach helps lower long-term 76 million kilograms of CO2 emissions compared
costs, ensuring affordability for future generations to incineration. This initiative also recovered
while securing the availability of secondary approximately 16 million kilograms of materials for
raw materials. reuse, effectively replacing fossil-based alternatives.

A standout example is IKEA’s commitment This systemic approach not only mitigates the
to more sustainable mattress production. With risk of resource scarcity and allows IKEA to adapt
annual sales exceeding 12.4 million units, the to evolving regulations but also drives growth
company recognizes both its responsibility and and differentiation, solidifying IKEA’s position
its opportunity to innovate in mattress design as a leader in the competitive marketplace.
and end-of-life disposal. Guided by IKEA’s circular
design principles, the company is redesigning Source: IKEA. (n.d.). A circular IKEA – making the things
mattresses to facilitate recycling and aims to we love last longer; consultations with IKEA.

Despite increased investment and efforts to embed resilience into strategic planning,
many companies still perceive significant gaps in their ability to effectively navigate
uncertainties and emerging threats. The following section delves into the current state
of resilience preparedness, examining where companies stand in their resilience journeys
and identifying opportunities to strengthen their resilience leadership capabilities.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 8

 2 Resilience journey
pulse check
The majority of companies feel they could
be better prepared for the trends and
uncertainties of the road ahead.

2.1 The private sector resilience framework

FIGURE 2 Private sector resilience framework

d preparation cap
t an abi
sigh liti
re es
Fo

Financial Operational
resilience resilience

Private sector Market position

Organizational
resilience
resilience and demand
framework resilience

Digital and Societal

technological alignment and
resilience purpose

Cr n
isi ti o
sr ta
es
pon r ien
se and re o
s tr a t e g i c

Resilience dimensions Resilience capabilities

Source: World Economic Forum. (2023). Seizing the Momentum to Build Resilience for a Future of Sustainable Inclusive Growth.

The Private Sector Resilience Framework, The capabilities – crisis response, strategic
introduced in a former publication, Seizing the reorientation, foresight and preparation – are the skills
Momentum to Build Resilience for a Future of and processes that enable an organization to act
Sustainable Inclusive Growth, is an integrated effectively within each dimension. These capabilities
and strategic model designed to strengthen a ensure readiness and adaptability by enabling
company’s capacity to endure, adapt and excel in companies to respond to crises, reorient strategies
the face of disruptions. It consists of six resilience in response to shifts, anticipate future challenges and
dimensions and four resilience capabilities. prepare systematically for potential disruptions.
The resilience dimensions – financial, operational,
market position and demand, societal alignment Together, this set of dimensions and capabilities
and purpose, digital and technological, and forms a cohesive framework, offering a holistic
organizational – represent the key areas where approach that is not only agile and forward-
resilience needs to be embedded. Each dimension thinking, but also adept at transforming crises into
addresses a distinct aspect of business stability, opportunities. The accompanying survey applies this
adaptability and alignment alongside external and framework to assess companies’ readiness as well
internal pressures to promote resilience integration as the concrete measures they have implemented
across an organization’s foundation. related to these dimensions and capabilities.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 9

 2.2 
Gaps in resilience preparedness

Despite heightened awareness and increased Detailed findings on the dimensions reveal that,
efforts to build resilience, many companies still overall, respondents feel most confident in their
feel ill-equipped to handle current trends and financial resilience, with 25% considering
uncertainties. According to the survey, 84% of themselves well-prepared, reflecting strong financial
companies feel that they could be better prepared management and adaptability across sectors in
for future disruptions related to the resilience economic downturns. This is closely followed
dimensions. Interestingly, companies feel even less by confidence in their digital capabilities and
prepared in their resilience capabilities, with 90% market positioning, suggesting that companies
stating they could be better prepared. are harnessing technology and maintaining
a competitive edge in a dynamic market
Industry-specific insights reveal further gaps. The landscape. The lower levels of preparedness in
financial, energy, media and multi-industry sectors organizational resilience, disruption readiness
report feeling more prepared across resilience and foresight capabilities, however, indicates
dimensions. This is likely due to the robust potential vulnerabilities in response to unexpected
systems and strategies these industries already disruptions and long-term strategic shifts.
have in place, informed by past crises such as
the 2008 Financial Crisis or the more recent These findings highlight that companies feel most
post-pandemic energy crisis. On the other hand, prepared in the dimensions they expect to be most
sectors like agriculture, logistics, manufacturing, affected by current disruptions (financial, digital and
healthcare and retail show lower levels of market position), reflecting a widespread prioritization
preparedness, revealing vulnerabilities tied to their of short-term risks. This suggests that companies are
reliance on physical assets, supply chains and placing a strategic emphasis on mitigating immediate
workforce stability. This is especially true for the business concerns while neglecting crucial long-term
digital and technology dimension, which shows risk management. To avoid this, it is essential to build
the greatest preparedness variance, reflecting adaptable resilience capabilities and comprehensively
uneven technological readiness across industries. address all dimensions in tandem.

FIGURE 3 Level of preparedness along the companies’ resilience dimensions

Share of respondents feeling "well" or "somewhat" prepared in the different resilience dimensions
Reference survey question:
How resilient or well prepared do you feel along the following dimensions?

25%
Feel well prepared
19%
Feel well prepared
18%
Feel well prepared
in the financial in the digital and in the market
dimension technological position and
dimension demand dimension

15%
Feel well prepared
13%
Feel well prepared
9%
Feel well prepared
in the societal in the operational in the organizational
alignment and dimension dimension
purpose dimension

Percentage feeling "well prepared" Percentage feeling "somewhat prepared"

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 10

 FIGURE 4 Level of preparedness along the companies’ resilience capabilities

Share of respondents feeling "well" or "somewhat" prepared in the different resilience capabilities
Reference survey question:
How resilient or well prepared do you feel along the following capabilities?

16%
Feel well prepared
9%
Feel well prepared in their
in their crisis response disruption preparation
capabilities capabilities

8%
Feel well prepared
7%
Feel well prepared in their
in their foresight strategic reorientation
capabilities capabilities

Percentage feeling "well prepared" Percentage feeling "somewhat prepared"

We shouldn’t wait for a shock to act… If you are going to wait that a
shock just goes away, you’re not going to be prepared.
Mohammed Al-Jadaan, Finance Minister, Saudi Arabia

2.3 
Balancing priorities

Strategic dimensions are response, strategic reorientation, foresight

and preparation. This lack of emphasis on
prioritized over capability foundational capacities means companies may
building, hindering resilience lack the agility to anticipate and adapt to emerging
disruptions, leaving them vulnerable to unexpected
Building on insights on companies’ perceived challenges that could destabilize operations,
preparedness, the following section delves deeper hinder strategic pivots and ultimately impact long-
into the actual strategies and actions being term sustainability.
undertaken to strengthen resilience. It provides a
comprehensive view of where companies currently Societal alignment and purpose appears to be the
stand in their resilience journeys and presents an dimension most overlooked by companies, despite
analysis of the specific actions prioritized within its growing significance in a world increasingly
each resilience dimension and capability. influenced by social and environmental pressures.
According to the Global Risks Report 2025,12 seven
Today, resilience efforts are heavily skewed of the top ten long-term risks are tied to these
towards dimensions like financial, digital and issues, signalling the urgent need for organizations to
market position resilience, reflecting where prioritize the societal and environmental dimensions
companies feel most prepared and where they and ensure long-term resilience. By deprioritizing
perceive most short-term risks to be. This focus this area, companies may fail to build the capacities
has resulted in a significant de-prioritization needed to address these challenges, which could
of resilience capabilities such as crisis leave them vulnerable to future disruptions.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 11

 FIGURE 5 Resilience dimensions and capabilities most prioritized

Resilience dimensions and capabilities most prioritized by executives

Reference survey question:
Which of the following resilience dimensions and capabilities do you consider a priority for your organization?

Share of respondents rating the resilience dimensions and capabilities among the top three to prioritize

Financial 56%

Digital 46%

Market position 41%

Operational 41%

Organizational 23%

Disruption preparation 22%

Crisis response 20%

Strategic reorientation 20%

Foresight 18%

Societal 12%

Companies are focusing on societal alignment and purpose, companies

are adopting broad environmental and social
short-term actions governance practices but lack concrete long-
term-oriented commitments (for instance,
The findings suggest that companies are largely on inclusivity and living wages). If they fail to
addressing immediate resilience needs but are less address this imbalance, organizations may
equipped to manage future, systemic disruptions. not be able to build lasting trust, enhance
Indeed, survey results reveal that companies are workforce stability or sufficiently align
making progress in certain aspects of resilience- themselves with evolving societal values.
building, but significant gaps remain, particularly
in long-term adaptability and proactive risk A notable shift is emerging in operational
management. resilience – companies are moving beyond
reactive measures towards strategic actions
In high-priority dimensions like financial resilience such as automation and supply chains
and digital resilience, the focus is on short-term restructuring. This reflects a broader pivot
actions such as cost controls, working capital from short-term cost control to long-term
management and data security. These actions are resilience building within this dimension, as
centred around stability and efficiency in response companies prioritize structural changes that
to present challenges, emphasizing measurable strengthen the core of their operations.
outcomes and data-driven insights. Meanwhile,
forward-looking actions such as scenario planning, Past publications have consistently emphasized
agile strategic processes and risk simulations – the importance of balancing short-term actions
which are crucial for navigating future uncertainties with long-term strategic investments in resilience,
– are not systematically applied. whether through financial buffers, societal
commitments or innovative adaptability. Companies
A similar approach is seen for the resilience should focus on closing these gaps by cultivating
capabilities, with companies prioritizing business foresight capabilities, prioritizing societal resilience
continuity actions over long-term transformation and preparing for long-term challenges (or risk
programmes and strategic foresight. Even in being caught off guard by future disruptions).

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 12

 FIGURE 6 Prioritized resilience actions within the private-sector resilience framework

Resilience actions prioritized are primarily short-term orientated

Pre
pa
ra
ht tio
ig n
s

re

ca
Fo

pa
Financial Operational

bil
resilience resilience

itie
s
Market
Organizational Private sector position and
resilience resilience demand
resilience

Digital and Societal

on
technological alignment

a ti
Cr

resilience and purpose

nt
isi

ie
s

or
sp re
re

on ic
se g
ate
Str

All prioritized actions have a shorter-term focus Majority of prioritized actions have a shorter-term focus

Majority of prioritized actions have a longer-term focus All prioritized actions have a longer-term focus

Note: Prioritized actions refers to the three most prioritized actions by respondents in the survey

Most-prioritized actions by companies in response to current trends and uncertainties

Resilience dimensions

Financial resilience Operational resilience Market position and demand resilience

Implement tight cost controls (73%) Apply automation to enhance the Seek strategic alliances (59%)
Improve working capital and cash resilience of the operations (66%) Reassess existing portfolio (58%)
conversion (62%) Review sourcing strategies (64%) Continuously evolve and improve
Achieve pricing excellence and Improve inventory management (56%) customer journeys (58%)
implement margin management (61%)

Organizational resilience Digital and technological resilience Societal alignment and purpose
Retain workforce (63%) Improve cybersecurity, information security Integrate sustainable practices across
Ensure leadership resilience (60%) and data protection (77%) organization (48%)
Attract workforce (56%) Improve data quality and availability (70%) Implement robust ESG reporting
Review core tech infrastructure (64%) frameworks (47%)
Establish mechanisms for stakeholders
engagement in corporate governance (45%)

Resilience capabilities

Foresight capabilities Disruption preparation Crisis response capabilities Strategic reorientation

Enhance data collection and capabilities Develop business capabilities
analysis capabilities (56%) Establish KPIs to track continuity plans in the Set, monitor and evaluate
Conduct regular scenario progress against resilience event of crises (71%) KPIs to track strategic
analyses and stress- objectives (59%) Develop plans for rapidly reorientation efforts (63%)
testing (44%) Define responsibilities at scaling up response efforts Implement continuous
Invest in data analytics tools executive level for disruption in a crisis (51%) improvement practices (55%)
and integrate them into preparation (58%)
strategic planning (42%)

Action with shorter-term focus Action with longer-term focus

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 13

2.4 
Building resilience leadership within
the organizational dimension

The organizational dimension – covering agility, responses to emerging challenges. This problem
talent access, workforce churn and role clarity – is is compounded by limited foresight, insufficient
crucial for resilience, but remains the dimension proactive risk monitoring and inadequate focus on
where companies feel least prepared, despite talent and succession planning, which undermines
moderate prioritization. This gap underscores the leadership stability during transitions.14,15
need to strengthen resilience leadership within
organizations. Resilience leadership involves
guiding teams through uncertainty with adaptability, Company-level symptoms
foresight and a focus on sustainable growth. In the
organizational dimension, resilience leadership can
support a culture that embraces change, promotes At the company level, innovation and creative
continuous learning and empowers employees. thinking are hindered by ambiguity in strategy
This, in turn, enhances cohesion, reduces turnover and roles, escalating employee dissatisfaction
and enables agile responses to market shifts, and burnout, stalled transformation efforts (due
reinforcing long-term stability and growth. to fatigue and resistance), and slow, bureaucratic
decision-making processes.
Cultivating organizational resilience has
been increasingly challenging due to recent
technological and workforce disruptions. By 2030, Team-level symptoms
over 30% of EU workers will need to upskill or
reskill due to automation, while evolving societal
expectations – especially among Gen Z – are At the team level, segregated formation,
creating a mismatch in workplace priorities. interpersonal tensions and ineffective debates
Additionally, lingering effects of the pandemic weaken cohesion, while an excessive focus on
have led to widespread burnout, with a McKinsey tasks stifles collective learning. Feelings of being
survey showing that one in four employees globally unvalued or unsafe due to unfair treatment and
reported burnout symptoms in 2022.13 non-inclusive practices further erode team morale
and productivity.
Lack of resilience leadership in the organizational
dimension can be identified through key
symptoms across four levels: board, company, Individual-level symptoms
team and individual.

Individually, employees are experiencing depleted

Board-level symptoms personal energy and focus, leading to feelings of
overwhelm, fatigue and burnout. More frequent
reactive tendencies, such as control, protection
At the board level, decision-making is often and conformity, coupled with fixed mindsets (e.g.
delayed due to prolonged discussions and scarcity, victim mentality, win/lose scenarios), limit
overly cautious approaches, reducing agility in the capacity for inspiration and creativity.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 14

2.5 
Adapting capabilities at all levels

Building resilience capabilities across all levels Real-time decision-making through a nerve centre
of an organization is crucial for managing risks of leaders, alongside effective meetings and time
and adapting to disruptions in today’s fast- management, ensures swift adaptation to challenges.
changing environment. By equipping boards,
organizations, teams and individuals with the Survey results, however, reveal many organizations
right capabilities, companies can respond more remain reactive, relying on past lessons rather than
effectively to challenges. Below is a summary of proactive strategies like coaching, mentorship
the key resilience capabilities required at each level, and adaptability training (with fewer than 40%
including selected insights from the survey: implementing these critical methods). To cultivate
resilience, organizations must shift focus to
leadership development to ensure leaders are
Board resilience prepared for future uncertainties.

Talent management is another key element of

Resilient boards are essential to organizational resilience. Organizations bridge skill gaps by
success. To build resilience and respond more recruiting diverse talent, emphasizing internal
quickly to crises and opportunities, boards must mobility and creating flexible work arrangements.
develop agility by reducing bureaucracy and A thriving culture that supports adaptability,
streamlining decision-making processes. Effective resilience and psychological safety is essential for
scenario planning and stress-testing also help long-term performance. Over 40% of companies,
boards anticipate disruptions, enhancing their however, communicate their vision and values
capacity to navigate uncertainty with confidence. inconsistently during uncertain times, thereby
Another pillar of board resilience is strong talent forgoing opportunities for alignment. For true
and succession planning. Resilient boards actively resilience, companies must integrate proactive
develop leadership pipelines, ensuring continuity leadership, transparent communication and a
when key leaders transition. This approach flexible, outcome-driven culture.
strengthens the organization’s long-term stability.
Meanwhile, ensuring diversity in the board
facilitates a more varied and innovative exchange Team resilience
of perspectives and ideas, which is critical for
balanced decision-making in times of volatility.
Self-sufficient, accountable teams are vital for
Trust between board members and management resilience. To build resilient teams, leaders should
further fortifies resilience. Boards should reduce bureaucracy and cultivate an entrepreneurial
demonstrate reliability by consistently delivering spirit within cross-functional teams. Resilient
clear, actionable guidance. Credibility comes from organizations promote integration, deploy “tiger
deep knowledge of the business and emerging teams” to tackle specific challenges and create
risks, while vulnerability – showing openness to support systems centred on psychological safety
learning and admitting gaps – enables honest, and continuous learning. Recognizing innovation,
productive dialogue with management. By conducting postmortems and facilitating open
minimizing self-interest and focusing on the feedback further enhance team resilience.
collective good, boards can create an environment
of trust that enhances organizational adaptability Trust is equally crucial, built through reliability,
and long-term growth. These capabilities ensure credibility, vulnerability and minimized self-interest,
boards are not only reactive in times of crisis but ensuring actions serve the collective good. This
proactive in guiding their organizations towards trust promotes collaboration and problem-solving,
sustained resilience and success. which are essential for overall resilience. Survey
results highlight key gaps, however. For example,
less than half of respondents believe their leaders
Company resilience are open to diverse perspectives, limiting inclusive
decision-making and stifling innovation. Similarly,
only 42% feel empowered to make decisions
Agile organizations prioritize fast, data-driven without micromanagement, reflecting a lack of trust
decisions and flexible outcomes, identifying and team autonomy. Meanwhile, just 27% report
uncertainties and preparing for disruptions through that decisions are escalated only when necessary,
forward-thinking scenario planning. Traditional pointing to excessive control and reluctance to
forecasts are insufficient, and companies must delegate authority – both critical barriers to agile,
adopt new methods to stay competitive. resilient team structures.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 15

To close these gaps, leaders must actively empower Moreover, leaders who lead from the front embody
teams by embracing diverse viewpoints, delegating a leadership philosophy that emphasizes active
decision-making authority and garnering trust. This engagement, visibility and accessibility. In times of
will enable teams to operate autonomously, adapt uncertainty and crisis, leaders who lead from the front
swiftly and respond effectively to challenges without are present and accessible, understanding challenges
excessive oversight or control. firsthand and addressing them promptly. They
set an example by modelling the behaviours and
attitudes they expect from their teams, demonstrating
Individual resilience commitment, resilience and a proactive approach.
Survey insights, however, indicate that only 39% of
leaders quickly adapt to new ways of working, and
In today’s volatile business environment, personal only 40% experiment with new solutions, leading
resilience and adaptability are essential. Leaders to insufficient role modelling of the behaviours and
and employees must make swift, decisive choices attitudes expected from their teams.
even with incomplete information, as demonstrated
during the COVID-19 pandemic when quick While building resilience is the responsibility of
strategic pivots helped mitigate risks and highlight every organization, public-sector engagement is
new opportunities. essential to enable, support and amplify industry
resilience efforts for maximum impact. The
Key attributes like grit, accountability and humility public sector plays a pivotal role by establishing
are vital to resilient leadership. Only 46% of leaders, supportive policies, driving collaboration and
however, are open to different perspectives, setting long-term national objectives that
limiting innovation and learning. Leaders must also encourage industries to strive for higher standards.
model resilience by leading from the front, which By doing so, it not only strengthens individual
includes engaging with their teams, communicating organizations but also promotes a more resilient
transparently and solving problems proactively. society capable of withstanding disruptions,
This invites trust and empowers teams to navigate protecting communities and achieving sustainable
uncertainty with confidence. growth on a systemic level.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 16

3 Accelerating resilience
efforts through public- and
private-sector collaboration
The complementary capabilities of the public
and private sectors should be applied in
tandem to strengthen long-term resilience.

Long-term resilience is crucial for both companies an opportunity to incorporate the perspectives of the
and governments. As such, strong public-private private sector. The private sector plays a vital role in
collaboration is required to address investment driving investment and development in lower-income
gaps and support sustainable growth. Resilience and emerging economies, but often faces unique
is not only the objective of companies navigating challenges that policy-makers need to understand.
their way through a volatile world. Resilience Following up on the 2015 Addis Ababa conference,
is also a common thread running through the this upcoming conference comes at a pivotal
developmental objectives of governments and moment with only five years left to achieve the SDGs.
societies. Buffeted by the shocks of recent years This provides an important window for governments
– from the COVID-19 pandemic to conflict and to actively engage with private-sector insights and
the impacts of climate change – governments address the barriers that prevent greater investment
are increasingly cognizant of the importance of and development progress.
investing to build more resilient societies.
Building resilient economies requires substantial
These objectives have been central in guiding capital investment and technical expertise that
intergovernmental frameworks shaping the neither the public nor private sector can provide
future of the world. From education and health to alone. By working effectively together, governments
sustainable development and growth, resilience and industry can harness their complementary
is a thread running through the 17 Sustainable strengths to address funding gaps, share technical
Development Goals (SDGs) of the United Nations, knowledge and drive innovation. This collaboration
which set an ambitious agenda to address global is mutually beneficial: it generates investment
challenges by 2030. Similarly, the economic and returns for investors while enabling public projects
social transformation envisioned under the Paris that support long-term resilience.
Agreement on climate change has resilience at its
heart, prioritizing adaptation to the impacts of a The Global Investors for Sustainable Development
changing climate. (GISD) Alliance exemplifies this approach in
action. This UN-led coalition unites leaders from
For some years, it has been recognized that the major financial institutions and corporations to
societal shifts projected under the SDGs and channel private investment towards SDGs through
Paris Agreement will only be achieved through coordinated strategies. While the GISD Alliance
determined action across both the public and demonstrates promising progress, there are still
private sectors. Bridging the significant investment untapped opportunities to deepen public-private
gaps in developing economies will be crucial. collaboration.
Scaling up access to capital to enable governments
to build resilience and achieve their development The survey conducted for this report reveals that
and climate objectives will depend on coordinated many concerns facing companies today – such
action across sectors. as uncertainty surrounding access to capital,
macroeconomic stability, energy and technology
The upcoming UN Financing for Development – should be addressed in collaboration with the
conference, scheduled for 2025 in Spain, presents public sector.

Governments can help by working to balance the investment climate

and by providing clearer regulatory frameworks, which reduce uncertainty.
Stephen Kehoe, Executive Vice-President, Chief Corporate Affairs Officer, PepsiCo

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 17

Just 28% of respondents to the Resilience In response to the survey, 89% of those interviewed
Consortium’s survey, however, indicated that their reported challenges in engaging in public-private
companies engage in public-private partnerships, collaboration, noting regulatory constraints or
with interaction in cybersecurity being a notable legal barriers as the main obstacles to effective
priority for businesses seeking collaboration collaboration. Effective public-private collaboration
with public bodies. The scale of public-private does not necessarily require formal commitment
partnerships varies substantially between sectors, to financing large-scale investments – rather,
with the global energy and materials sector showing it can begin with open dialogue. This enables
the highest level of engagement and the multi- governments and companies to identify and
industry sector showing the lowest. address key investment areas where both sectors
can work together to support long-term resilience.
There could be many reasons why a company has
not pursued collaboration with the public sector.

We need systemic change to move the needle. A lot can be done jointly
between the public and private sector. The cost is too high to manage
this only from the private side.
Christian Wulff Søndergaard, Vice-President, Global Corporate Affairs, Carlsberg

The Resilience Consortium’s Building a Resilient the survey has highlighted key priority areas and
Tomorrow: Concrete Actions for Global Leaders concerns observed by companies across regions. In
report highlights examples of how public-sector response, the Consortium offers recommendations
engagement can shape conditions that are conducive for cultivating collaboration between the public and
to resilience in the private sector. While resilience private sectors to drive investments that promote
is shaped by numerous context-specific factors, sustainable growth and enhance long-term resilience.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 18

3.1 
Enhancing access to capital

The survey reveals that limited access to capital debt-financing platform Pentagreen, in collaboration
is a significant barrier for companies in all regions, with the Asian Development Bank and Clifford
but is particularly acute in Africa, where capital Capital.19 The goal of this platform is to invest in
costs are considerably higher than in other regions. sustainable infrastructure projects in Southeast
This observation comes as no surprise. The cost Asia that are marginally bankable, exemplifying the
of borrowing for developing countries is often effective application of public-private collaboration
three times as high as for developed countries.16 to address investment gaps in resilience-building.
Changing the perception of risk requires a
multifaceted response. Governments and MDBs can further enhance
access to capital by offering tailored financial
Constraints to capital access underscore the instruments, such as targeted credit lines, to
important role that the public sector can play critical sectors that can contribute to a strong
in supporting long-term resilience. International economy during times of volatility. The World Bank
financial institutions (IFIs), multilateral development Group’s commitment to boosting annual guarantee
banks (MDBs), development finance institutions issuances to $20 billion by 2030 is an important
(DFIs) and regional development banks (RDBs) are contribution to public- and private-sector resilience
key mechanisms harnessing public funds to attract in emerging economies.20 In 2019, the Central
private-sector investment, including to places where Bank of Egypt launched an initiative to enhance
perceived risks crowd out private investors.17 private-sector resilience, providing EGP 100 billion
(Egyptian pounds) (approximately $6.4 billion) in
Multistakeholder initiatives integrating the assurances for access to capital in key national
capabilities of organizations from different sectors sectors including manufacturing and agriculture.21
can facilitate the application of private-sector tools This support, combined with economic reforms
in a wider range of economies. The De-risking, from 2016, helped Egypt achieve positive economic
Inclusion, and Value Enhancement of Pastoral growth during the COVID-19 pandemic.
Economies in the Horn of Africa (DRIVE) project,
implemented by organizations including the World Access to capital for long-term resilience
Bank and Swiss Re, aims to facilitate livestock investments is also impacted by currency
trade and enhance pastoralists’ access to financial exchange risk, which can drive up the cost of
services for drought risk mitigation. By providing capital and prevent investments. There is a need
tailored services such as savings incentives, for more hedging products tailored to long-term
drought index insurance, and digital bank accounts, resilience investments. Insurers can play a vital
DRIVE promotes financial inclusion and mobilizes role in risk mitigation by employing advanced
private investment to strengthen livestock value risk assessment tools to help both public and
chain resilience against the impacts of drought.18 private sectors evaluate project viability and
attract investment more effectively. Additionally,
Blended finance mechanisms – which combine the MDBs and DFIs might consider scaling up
public and private capital – have the potential their foreign exchange risk mitigation instruments,
to provide a return to investors while ensuring which could reduce currency-hedging costs
key development projects can be executed. and potentially unlock up to $1 trillion annually
Such mechanisms were a central pillar of the in foreign private investment for green initiatives
third Financing for Development conference 10 in emerging economies by 2030.22 Programmes
years ago, and will continue to play a key role in like The Currency Exchange Fund (TCX) can
global development finance discussions at the further support access to capital by mitigating
fourth Financing for Development conference in currency risk for investors in developing countries
2025. Temasek – a Singaporean state-owned and boosting financial resources available for
multinational investment organization – and sustainable development, allowing investors to
HSBC have partnered to establish the blended build resilience in unpredictable landscapes.23

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 19

3.2 
Cultivating macroeconomic stability

The survey reveals that companies in Africa and in emerging economies. These resources should be
Latin America have the greatest concern about concessional, long-term and inclusive to ensure that
macroeconomic stability. countries have access to affordable finance for key
resilience projects. Strengthening the MDBs in line
Governments and central banks, with the support with the G20 Roadmap will increase their lending
of the International Monetary Fund (IMF), have a capacity and make them more agile and effective,
responsibility to maintain macroeconomic stability. increasing their capacity to bridge financing gaps
This can be achieved through robust policy-making towards climate and development goals.25
and strategic investments (which can help to
cultivate a favourable environment for the private Debt swaps are an innovative financing mechanism
sector to flourish in). The private sector also has an that allow countries to redirect financial resources
important role to play in supporting macroeconomic towards long-term resilience-building initiatives. By
stability by collaborating with government, engaging restructuring existing debt obligations with more
in open dialogue, helping to shape effective policy favourable terms, governments can free up fiscal
and committing to long-term investment. space to invest in key development projects. In 2024,
the Inter-American Development Bank and European
Industrial policy, which promotes specific sectors, Investment Bank approved $300 million in guarantees
can be an important tool for enhancing long-term for a debt-for-climate operation in Barbados, enabling
resilience and sustainable growth. Nigeria has the country to invest in climate-resilient infrastructure.26
adopted a resilience-building strategy that focuses The Paris Club has recognized the importance of debt
on strengthening vital sectors including agriculture, restructuring in enhancing fiscal sustainability and the
manufacturing and electricity.24 This aims to Group of 20 (G20) has highlighted innovative financing
stabilize prices, enhance food security and reduce solutions as important tools for mobilizing resources
import dependency, which can support economic for tackling climate change.27,28 Financial instruments
growth during times of uncertainty. like debt swaps not only strengthen a country’s
fiscal health but also enhance its investment climate,
Additionally, scaling innovative resources from helping to attract additional private investment for
MDBs is important for improving economic stability long-term resilience projects.

3.3 
Accelerating green growth and scaling
up sustainable investments

The survey reveals significant concerns among The urgency of climate action for companies and
global companies regarding their preparedness for governments is illustrated by projections from
the transformations required by climate change the International Labour Organization, which
and energy transitions. African companies are states that under a 1.5°C warming scenario, heat
particularly worried about increasing energy prices, stress could result in the loss of working hours
while European companies share a heightened equivalent to 80 million full-time jobs globally by
concern about the impacts of climate change. 2030.29 Furthermore, insufficient foresight on
and responses to climate change hinder robust

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 20

 resilience against environmental impacts on in their value chain, they are also members of an
businesses, making proactive measures even industry-wide coalition called the REfresh Alliance,
more crucial. The amount of required climate which seeks to accelerate renewable energy
investment has also increased, with an expected uptake for suppliers throughout the beverage
annual need of $4.5 trillion by 2030, up from $1.8 industry. Government policies and incentives create
trillion in 2023.30 the enabling environment for renewable energy
markets, while private companies like Carlsberg
Achieving energy sustainability and security provide the long-term demand certainty that helps
requires collaboration between the public renewable energy developers secure financing for
and private sectors. The European Bank for new projects. This relationship helps accelerate the
Reconstruction and Development’s (EBRD) green energy transition, as public policy frameworks
Green Economy Financing Facility, for example, make renewable PPAs viable, while private sector
provides credit lines for green investments, helping commitments help achieve clean energy goals.32,33
companies adopt sustainable practices through
technical assistance and targeted investments.31 To accelerate progress, the private sector can
integrate climate action into corporate governance
At the same time, examples, including Carlsberg’s and business strategies. The public sector can
renewable electricity target, demonstrate another support these efforts by establishing regulatory
form of public-private collaboration. By setting a frameworks that incentivize clean energy
goal that all renewable electricity should be procured investments, providing tax benefits for green
through power purchase agreements (PPAs), initiatives and promoting public-private partnerships
Carlsberg aims to make sure that its operations for large-scale green infrastructure projects. This
not only run on renewable energy but that more coordinated approach ensures that both sectors’
green power is actually being created. Moving strengths are harnessed for maximum impact in
beyond their own operations to address emissions building climate resilience.

3.4 
Adapting human capital
to technological disruption

The survey highlights that technology and To thrive in this evolving landscape, governments
digital disruption are critical challenges faced by must invest in upskilling and the private sector must
companies across regions. Over the next five years, proactively identify and address skill gaps within
23% of global jobs will be transformed due to the workforce. For example, under its Vision 2030
industry changes driven by AI and advancements in plan, Saudi Arabia has emphasized the necessity
text-, image- and voice-processing technologies.34 of upskilling and reskilling its workforce to prepare
The scale of this challenge is significant. The World citizens for future job opportunities.36 A key initiative
Economic Forum estimates that approximately is the Saudi Digital Academy, established in 2019,
$34 billion is needed in the US alone to upskill which offers a variety of training programmes in digital
workers affected by technological change.35 This skills, including data science and AI. This initiative
skills deficit is not merely a financial issue – it poses will help attract investment and generate new job
a substantial barrier to long-term resilience of opportunities in high-growth economic sectors,
economies and societies. bolstering resilience and providing individuals with

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 21

the necessary skills to succeed in an economy pressing. In the face of mounting global challenges,
undergoing unprecedented technological shifts. ranging from access to capital issues and economic
instability to climate change and technological
While Saudi Arabia’s approach demonstrates one disruption, the unique strengths of both sectors
path forward, countries can adopt various strategies can effectively bridge investment gaps. This would
to address technological disruption. Reducing help to drive sustainable growth and cultivate an
human capital risks associated with technology environment in which companies can thrive amid
disruption requires countries to implement upskilling volatility. Insights from the survey and this chapter
programmes tailored to their specific contexts, highlight important areas in which to build long-term
supported by investments from both the public and resilience, as well as the need for leaders across
private sectors. This approach could begin with sectors to prioritize collaboration.
national skills assessments to identify workforce
gaps and align training initiatives with strategic While collaboration will be essential to drive
economic needs. Alongside this, countries could meaningful impact, the achievement of these
develop flexible digital learning platforms that goals will be largely influenced by the broader
provide accessible and adaptable education to a macroeconomic and geopolitical landscape. This
range of learners across sectors and skill levels. landscape affects access to capital and the efficient
These platforms should offer specialized courses deployment of resources. In an environment of
designed for continuous professional development, limited resources, both governments and companies
empowering workers to keep pace with rapidly face constraints that necessitate a careful approach
evolving technologies. For example, Nigeria’s 2024 to prioritization – especially with high levels of
Devs in Government project aims to upskill civil national debt and finite corporate resources.
servant software developers, enhancing technical Maintaining the capacity to secure capital effectively,
capacity, cultivating peer-to-peer learning and even amid volatility, will be crucial for sustaining
improving access to e-government services.37 long-term growth. This is particularly important, as
the survey indicates a corporate tendency to focus
This paper stresses that the need for public- and on short-term measures, underscoring the need for
private-sector collaboration has never been more long-term thinking on resilience.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 22

Conclusion
In today’s increasingly unpredictable world, potential opportunities for enhancing collaboration
organizations are faced with compounding risks between government and industry (with a special
that demand a more integrated and forward- focus on improving macroeconomic stability and
thinking approach to resilience. Despite growing access to capital, accelerating green growth
awareness, a significant gap remains, with many investments and adapting human capital to
companies feeling underprepared – particularly technological disruptions).
in terms of long-term adaptability and proactive
risk management. This gap is evident in both their Looking ahead, the path to long-term resilience is
short-term actions, which often overshadow the a shared responsibility that requires leadership and
development of foundational resilience capabilities, vision at all levels. The success of these initiatives
and in their strategic focus, which tends to prioritize depends on the leadership of chief executive
immediate business needs over building long- officers and country heads, and their commitment
term organizational strength. Achieving long-term to driving these transformations. By embedding
resilience requires support from leadership at resilience into core strategies, both companies
all levels, with an emphasis on agility, scenario and governments can not only mitigate future risks
planning and harnessing a culture of innovation. but also unlock new opportunities for sustainable
growth. In a world marked by uncertainty, resilience
The collaboration between the public and private becomes the foundation of long-term success,
sectors has an important role in supporting long- enabling organizations to not only withstand
term resilience. This white paper has assessed disruption but also to thrive amid it.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 23

Appendix
The research methodology combined with all regions contributing between 10-
quantitative and qualitative approaches to 20% of the sample, and broad industry
gather comprehensive insights from senior coverage, with individual sectors accounting
executives across various industries and regions. for between 4-14% of the total respondents.
The primary data source was an online survey
conducted between June and July 2024. The To supplement the survey findings and provide
survey captured responses from 259 executives, deeper qualitative context, additional in-depth
representing a wide range of regions, industries, interviews were conducted with selected
company sizes and functional specialties. executives from May to December 2024. These
Participants’ roles ranged from C-level executives interviews provided valuable firsthand perspectives
to C-2 levels and functional heads. The sample on key themes and strategic priorities, enriching
predominantly included publicly listed companies, the quantitative results. The combined data
with the majority generating more than 1$ billion sources offer a robust and balanced view of
in annual revenue. The survey was designed current trends, challenges and opportunities as
to ensure diversified regional representation, seen by global business leaders.

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 24

Contributors
World Economic Forum McKinsey & Company

Mirek Dušek Cristina Catania

Managing Director Senior Partner
Camille Chauvin
Andrej Kirn
Associate
Head, International Organizations and
Humanitarian Agenda Maria Chtepa
Associate
Alexandros Pamnani
Teresa Diviu
Project Lead, Resilience and International
Client Capabilities Director
Cooperation
Alfonso Natale
James Purcell Partner
Deputy Head, International Organizations
Daniel Pacthod
and Humanitarian Agenda
Senior Partner
Thomas Poppensieker
Senior Partner

Acknowledgements

This paper is based on numerous consultations Production

and inputs from the World Economic Forum and
McKinsey & Company colleagues involved in Louis Chaplin
resilience-related initiatives. Sincere thanks are Editor, Studio Miko
given to all those who contributed their insights via
Laurence Denmark
interviews or written contributions, including those
Creative Director, Studio Miko
not captured here.
Xander Harper
Designer, Studio Miko

Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 25

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Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 27

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