Resilience Pulse Check 2025

Amid this volatility, leaders are learning firsthand that an ability to adapt continuously and build resilience is essential. Sectors like energy, automotive and technology will need to rethink their business models entirely to remain future-proofed and withstand emerging disruptions. In response to this, select companies have begun to take a more “offensive” (rather than “defensive”) approach and are now dedicating greater investments to prepare for the future. This is especially true in industries undergoing transformation, as illustrated by the following examples: –In technology, generative AI is experiencing accelerated adoption. The share of organizations that have adopted generative AI in at least one business function nearly doubled from 33% to 65% between 2023 and early 2024,2 and is forecasted to further advance over the coming years. By 2030, $500 billion is expected to be spent on generative AI globally across the stack (e.g. software layers, technologies or operational components).3 –In the automotive sector, significant funding is being allocated towards the electrification of the industry. For example, the automotive industry is spending over $1.2 trillion in electric vehicles and batteries through 2030.4 –Energy companies are currently investing around $500 billion annually in renewable energy projects, energy efficiency measures and carbon capture and storage technologies. While green technologies accounted for only around 25% of total investments in 2015, power renewables and decarbonization technologies are projected to make up around 60%-80% of total investments by 2040.5 –Across industries, US and European companies are investing heavily to reshape their supply chains in response to geopolitical risks. US companies are primarily reducing dependence on China. For instance, Apple and its suppliers have invested $16 billion since 2018 to diversify production beyond China.6 Meanwhile, European 1.2 Preparing for the future in a high- stakes environmentOverview of most impactful threats FIGURE 1 Trends expected to be a major or severe disruption for organizations Share of respondents indicating that a given threat will create major or severe disruption for their organizationReference survey question: Which of the current trends or uncertainties do you think will impact your organization the most? 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% Climate change and rising importance of ESG 27%Rising demand in the industry (including due to economic recovery) Misinformation and disinformation 27% Societal and political polarization 19% Others 4%29% We need to address resilience at the company and country level. Odile Renaud-Basso, President, European Bank for Reconstruction and Development (EBRD) Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World 6