organizational resilience, such as cross-training teams to enhance role flexibility, establishing clearer contingency protocols for critical functions and restructuring operations to reduce fragmentation. Other efforts include implementing remote work arrangements, retaining top talent and upskilling employees to support AI adoption. As one survey respondent observed, “In response to emerging threats and uncertainties, we have become more agile, reorganizing functions to break down silos and respond more rapidly to inquiries.”These measures underscore the growing recognition of resilience as a core capability for navigating complexity. Yet, as in 2024, priorities remain centred on short-term gains rather than advancing long-term capability building. For example, 68% of organizations prioritize stringent cost controls to strengthen financial resilience, and 62% focus on workforce retention as a pillar of stability – outpacing longer-term strategies adopted by only 34% and 50% of organizations, respectively, for diversified sourcing and operational automation. Tracking progress: year-on-year improvements Resilience capabilities have strengthened across the board, reflecting continued progress and commitment among organizations. Between 2024 and 2025, all four capabilities recorded measurable gains, with the largest improvements in strategic reorientation (+13 percentage points), disruption preparation (+11 percentage points) and crisis response (+8 percentage points). Even foresight, while starting from a lower base, has doubled to 16% – a significant step towards more proactive risk management.2.2 Resilience capabilities Trend in resilience capabilities preparedness, 2024–2025 (percentage of organizations reporting readiness across capabilities)FIGURE 3 How resilient or well prepared do you feel along the following capabilities? Crisis response Strategic reorientation Disruption preparation Foresight1624 720 920 816+8 +13+11 +8 2024 2025 Resilient Firms and Economies 10

Resilient Firms and Economies 2025