Resilient Firms and Economies 2025

Preparedness capabilities: how resilient or well-prepared companies feel along different capabilitiesFIGURE 5 Share of respondents feeling “well” prepared in the resilience capabilities, % by primary market Around average1 Below average Above average Notes: Multi-select question, therefore the sum does not add up to 100%; 1. +/-5% away from average.Crisis response Strategic reorientation Disruption preparation Foresight Africa 40% 36% 40% 28% Oceania 13% 17% 17% 13% Asia 19% 23% 19% 12% Europe 25% 17% 14% 12% Latin America 24% 24% 16% 20% Middle East 16% 24% 24% 20% N/A 29% 13% 19% 16% Global market average 29% 20% 20% 16% The Resilience Pulse Check Survey revealed that while public-private partnerships are widespread, 94% of respondents reported challenges in engaging with MDBs. The most frequently mentioned challenges include: –Misalignment of objectives (37%): Diverging priorities between public and private stakeholders often hinder collaboration. –Regulatory constraints or legal barriers (32%): Complex and restrictive regulations create friction in partnerships. –Funding or resource limitations (26%): Insufficient financial or operational resources impede progress. Of respondents, 27% identified misalignment of objectives between the public and private sectors as stemming from the introduction of new laws and regulations, particularly those related to changes in taxation policies. One Pulse Check Survey respondent highlighted this challenge, stating: “New taxation laws are among the public-sector initiatives that have the greatest impact on the private sector.”2.4 Challenges in public-private collaboration Resilient Firms and Economies 13