Executive summary As volatility and compounding risks rise, leaders are learning firsthand that the ability to navigate and adapt continuously to complex macroeconomic and geopolitical dynamics is crucial for shaping resilient strategies. To build resilient strategies, organizations are channelling greater investments into proactive future preparedness (or “offence moves”). This report examines how companies are navigating today’s resilience challenges based on insights from a global survey of over 250 private-sector leaders across industries and regions. It reveals the state of resilience in the private sector, uncovers key gaps in readiness and offers actionable recommendations for promoting collaboration in resilience-building efforts. Organizations face an unprecedented risk landscape, with technology (cybersecurity, artificial intelligence), regulatory changes, shifting market dynamics and macroeconomic factors (inflation, trade policies) emerging as the top concerns. As stakes rise, organizations are increasingly urged to improve investment risk management with greater accuracy and foresight. Resilience must become a central element of long-term strategic planning rather than being treated as a standalone issue – yet only 13% of companies currently incorporate resilience KPIs (key performance indicators) comprehensively into their strategies. While resilience awareness is growing, 84% of companies report feeling underprepared for current and future disruptions. Many organizations remain focused on addressing immediate needs, favouring short-term defensive actions over forward-looking strategies. Across industries, resilience efforts tend to prioritize financial and digital strategies, often at the expense of foundational capabilities like foresight and disruption readiness. This imbalance creates vulnerabilities that could hinder organizations’ ability to navigate prolonged uncertainty. Leadership plays a pivotal role in building resilience, and it must be strengthened at every level. Boards must embrace diverse perspectives to drive balanced decision-making. Companies need to enhance decision-making speed through forward- thinking scenario planning. Teams require trust, autonomy and psychological safety to thrive under pressure. At the individual level, leaders must model resilience, inspire their teams and address challenges like burnout and shifting workplace expectations. As companies concentrate on addressing immediate risks, long-term resilience often takes a back seat, revealing a critical gap in sustained preparedness. This gap presents an opportunity for the public sector and international organizations to step in and support efforts to build enduring resilience. Collaborative initiatives can tackle key challenges, focusing on themes such as: –Access to capital: Using public funds to attract private investment, addressing barriers like perceived risks, high capital costs and currency volatility –Macroeconomic stability: Promoting a supportive environment for private-sector growth through policy dialogue, long-term investments and fiscal health improvements –Sustainable investments: Encouraging green growth and the energy transition by incentivizing sustainable practices and behaviours –Workforce preparedness: Equipping the workforce with skills for technological and workplace changes to reduce skill gaps and support long-term growth Resilience-building requires unified leadership from chief executive officers, boards and policy-makers. Effectively addressing these challenges depends on collective efforts to mobilize resources, harness expertise and encourage innovation at scale. By working together, stakeholders ensure that resilience becomes a foundation for thriving in an increasingly complex and interconnected world.Companies feel unprepared to face rising threats and uncertainties. Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 4

Resilience Pulse Check 2025