Taken together, these advances signal growing organizational maturity, with companies increasingly able to turn disruption into opportunity. Yet the Pulse Check Survey shows that only one in five organizations feels well prepared across resilience capabilities to manage disruptions – a reminder that resilience remains a work in progress. Even so, this marks meaningful progress: overall capabilities readiness has doubled since 2024, rising from 10% to 20%, reflecting rising investment and a sharper focus on building the skills and systems needed to anticipate, absorb and adapt to change. Preparedness and priorities across resilience capabilities Crisis response remains the most developed area, with 24% of organizations reporting readiness, up from 16% in 2024. According to the Pulse Check Survey, 37% of respondents took targeted action to strengthen crisis response capabilities, including forming cross-functional crisis response teams with clearly defined roles and rapid decision-making protocols. Organizations have also strengthened resilience through business continuity and disaster recovery planning, risk management frameworks and crisis response protocols. Additional measures such as stress testing, vulnerability assessments and targeted mitigation measures have further enhanced their ability to respond swiftly and cohesively to unexpected events. Foresight capability, by contrast, remains the least developed, with only 16% of organizations feeling adequately equipped – up from 8% in 2024. Encouragingly, 50% of participants reported actions to strengthen foresight capabilities, including organizations integrating scenario planning, early warning indicators and business impact analyses into strategic reviews. War games and other simulations help anticipate disruptions, enabling companies to navigate emerging risks and build stronger resilience foundations. Similar to 2024, most resilience capability priorities continue to emphasize short-term gains over long-term capability building. For example, 55% of organizations prioritize risk assessment to bolster crisis response, and 47% focus on improving disruption preparedness by implementing key performance indicators (KPIs) to track progress. In contrast, fewer organizations invest in foundational capabilities, such as granular scenario analysis (40%), or long-term initiatives like cultural and behavioural shifts or capability-building programmes (36%), which can drive a shift from short-term solutions to systemic, sustainable resilience. Regional insights into strengths and weaknesses among resilience dimensions reveal significant variations. Africa demonstrates its highest levels of reported preparedness in digital and technological resilience, which might be driven by the region’s rapid adoption of mobile technology and digital financial services. The proliferation of mobile banking and fintech solutions in Africa has significantly enhanced financial inclusion and economic resilience.16Latin America, meanwhile, excels in societal alignment and purpose, encompassing environmental, social and governance (ESG) strategy, social responsibility, brand perception and stakeholder representation in governance. This focus on societal alignment may be influenced by the region’s strong community ties and emphasis on social responsibility.17,182.3 Regional variations across dimensions and capabilities 1in5 organizations feels well prepared across resilience capabilities (crisis response, strategic reorientation, disruption preparation, foresight) to manage disruptions. Resilient Firms and Economies 11

Resilient Firms and Economies 2025