Resilience Pulse Check 2025

Despite heightened awareness and increased efforts to build resilience, many companies still feel ill-equipped to handle current trends and uncertainties. According to the survey, 84% of companies feel that they could be better prepared for future disruptions related to the resilience dimensions. Interestingly, companies feel even less prepared in their resilience capabilities, with 90% stating they could be better prepared. Industry-specific insights reveal further gaps. The financial, energy, media and multi-industry sectors report feeling more prepared across resilience dimensions. This is likely due to the robust systems and strategies these industries already have in place, informed by past crises such as the 2008 Financial Crisis or the more recent post-pandemic energy crisis. On the other hand, sectors like agriculture, logistics, manufacturing, healthcare and retail show lower levels of preparedness, revealing vulnerabilities tied to their reliance on physical assets, supply chains and workforce stability. This is especially true for the digital and technology dimension, which shows the greatest preparedness variance, reflecting uneven technological readiness across industries.Detailed findings on the dimensions reveal that, overall, respondents feel most confident in their financial resilience, with 25% considering themselves well-prepared, reflecting strong financial management and adaptability across sectors in economic downturns. This is closely followed by confidence in their digital capabilities and market positioning, suggesting that companies are harnessing technology and maintaining a competitive edge in a dynamic market landscape. The lower levels of preparedness in organizational resilience, disruption readiness and foresight capabilities, however, indicates potential vulnerabilities in response to unexpected disruptions and long-term strategic shifts. These findings highlight that companies feel most prepared in the dimensions they expect to be most affected by current disruptions (financial, digital and market position), reflecting a widespread prioritization of short-term risks. This suggests that companies are placing a strategic emphasis on mitigating immediate business concerns while neglecting crucial long-term risk management. To avoid this, it is essential to build adaptable resilience capabilities and comprehensively address all dimensions in tandem. 2.2 Gaps in resilience preparedness Level of preparedness along the companies’ resilience dimensions FIGURE 3 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? Percentage feeling "well prepared" Percentage feeling "somewhat prepared"25% Feel well prepared in the financial dimension19% Feel well prepared in the digital and technological dimension18% Feel well prepared in the market position and demand dimension 15% Feel well prepared in the societal alignment and purpose dimension13% Feel well prepared in the operational dimension9% Feel well prepared in the organizational dimension Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 10