Resilience dimensions and capabilities most prioritized FIGURE 5 Resilience dimensions and capabilities most prioritized by executives Share of respondents rating the resilience dimensions and capabilities among the top three to prioritize Reference survey question: Which of the following resilience dimensions and capabilities do you consider a priority for your organization? 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 short-term actions The findings suggest that companies are largely addressing immediate resilience needs but are less equipped to manage future, systemic disruptions. Indeed, survey results reveal that companies are making progress in certain aspects of resilience- building, but significant gaps remain, particularly in long-term adaptability and proactive risk management. In high-priority dimensions like financial resilience and digital resilience, the focus is on short-term actions such as cost controls, working capital management and data security. These actions are centred around stability and efficiency in response to present challenges, emphasizing measurable outcomes and data-driven insights. Meanwhile, forward-looking actions such as scenario planning, agile strategic processes and risk simulations – which are crucial for navigating future uncertainties – are not systematically applied. A similar approach is seen for the resilience capabilities, with companies prioritizing business continuity actions over long-term transformation programmes and strategic foresight. Even in societal alignment and purpose, companies are adopting broad environmental and social governance practices but lack concrete long- term-oriented commitments (for instance, on inclusivity and living wages). If they fail to address this imbalance, organizations may not be able to build lasting trust, enhance workforce stability or sufficiently align themselves with evolving societal values. A notable shift is emerging in operational resilience – companies are moving beyond reactive measures towards strategic actions such as automation and supply chains restructuring. This reflects a broader pivot from short-term cost control to long-term resilience building within this dimension, as companies prioritize structural changes that strengthen the core of their operations. Past publications have consistently emphasized the importance of balancing short-term actions with long-term strategic investments in resilience, whether through financial buffers, societal commitments or innovative adaptability. Companies should focus on closing these gaps by cultivating foresight capabilities, prioritizing societal resilience and preparing for long-term challenges (or risk being caught off guard by future disruptions). Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 12

Resilience Pulse Check 2025