【世界经济论坛】弹性脉搏检查：利用协作在动荡的世界中导航-2025.1_28页_2mb

Summary of "Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World"

Core Content

This document, titled Resilience Pulse Check: Harnessing Collaboration to Navigate a Volatile World, is a white paper published by the World Economic Forum in January 2025. It focuses on the growing importance of resilience in the private sector, highlighting the need for a more integrative and strategic approach to resilience-building in an increasingly volatile and interconnected world.

The paper outlines the challenges that organizations face, including technological disruptions, regulatory changes, macroeconomic instability, and shifting market dynamics. It also emphasizes the role of public-private collaboration in addressing these challenges and strengthening long-term resilience.

Main Viewpoints

• Resilience is not just about risk mitigation but also about adaptation. Companies must be proactive in preparing for future disruptions, not just reacting to them.
• There is a significant gap in resilience preparedness. While 84% of companies feel underprepared for current and future disruptions, many are still focused on short-term, defensive strategies rather than long-term, offensive planning.
• Resilience must be embedded in long-term strategic thinking. Currently, only 13% of companies incorporate resilience KPIs comprehensively into their strategies, indicating a need for more strategic alignment.
• Leadership is critical in building resilience. Boards, executives, and teams must work together to foster resilience through diverse perspectives, scenario planning, and psychological safety.
• Public-private collaboration is essential. Governments and international organizations can play a key role in supporting private-sector resilience through policy frameworks, capital access, and promoting sustainable growth.

Key Information

1.1 Growing Complexity and Interconnectedness of Risks

• The top 10 short-term risks identified by the Global Risks Report 2025 are primarily in geopolitical, environmental, societal, and technological domains.
• Technology is seen as the most disruptive factor, with 52% of companies identifying it as a major threat.
• Regulatory changes are the second most disruptive, with 51% of companies citing them as a key concern.
• Changing market dynamics and customer preferences (44%), macroeconomic factors (43%), and capital and balance sheets (43%) are also among the top risks.
• Misinformation and disinformation are the leading technological risk, with 27% of respondents identifying it as a major threat.
• The energy transition and supply chain diversification are critical areas of investment, especially in response to geopolitical tensions and climate change.

1.2 Preparing for the Future in a High-Stakes Environment

• Companies are increasingly adopting offensive strategies to future-proof their operations.
• Generative AI adoption in the technology sector has grown significantly, with 65% of organizations using it in at least one business function.
• Energy transition investments are rising, with energy companies spending around $500 billion annually on renewables, energy efficiency, and carbon capture.
• Supply chain diversification is a key trend, with US and European companies reducing reliance on China and shifting operations to the US and Europe.
• Public-sector support is vital for enabling private-sector resilience through policy frameworks, subsidies, and investment in critical infrastructure.

1.3 Making Resilience a Core Component of Long-Term Strategic Thinking

• Resilience should be integrated into long-term strategic planning, not treated as a standalone issue.
• Only 13% of companies have fully integrated resilience KPIs into their strategies, with 55% partially integrating them.
• Strategic dimensions such as financial, digital, and market position are prioritized over capability building, which hinders long-term resilience.
• Adaptability, granularity, and stage-gate processes are key strategies for integrating resilience into business planning.

2.1 Private Sector Resilience Framework

• The framework includes six resilience dimensions and four resilience capabilities:
  • Dimensions: Financial, operational, market position and demand, societal alignment and purpose, digital and technological, and organizational.
  • Capabilities: Crisis response, strategic reorientation, foresight and preparation.
• Companies are most confident in financial resilience (25% feel well-prepared), followed by digital and technological resilience (19%) and market position and demand (18%).
• Organizational resilience is the least prepared dimension, with only 9% of companies feeling well-prepared.

2.2 Gaps in Resilience Preparedness

• 84% of companies feel underprepared for current trends and uncertainties.
• Resilience capabilities are even less prepared, with 90% of companies stating they could be better prepared.
• Agriculture, logistics, manufacturing, healthcare, and retail sectors show lower levels of preparedness, often due to reliance on physical assets and supply chains.
• Digital and technological resilience has the greatest variance in preparedness, indicating uneven technological readiness across industries.

2.3 Balancing Priorities

• Companies are prioritizing strategic dimensions over capability building, which may limit their ability to respond to long-term disruptions.
• A balanced approach is needed to ensure that all aspects of resilience are developed, including foresight, disruption readiness, and adaptability.

3. Accelerating Resilience Efforts through Public-Private Collaboration

• Public-sector support is crucial for enhancing access to capital, macroeconomic stability, sustainable investments, and workforce preparedness.
• Key areas for collaboration include:
  • Access to capital: Using public funds to attract private investment and reduce perceived risks.
  • Macroeconomic stability: Promoting a supportive environment for private-sector growth through policy dialogue and fiscal health improvements.
  • Green growth and sustainable investments: Encouraging the energy transition and sustainable practices.
  • Workforce adaptation: Equipping employees with skills for technological and workplace changes.

Conclusion

• Resilience is becoming a central element of strategic thinking, but many companies still lack the necessary capabilities and preparedness.
• Leadership and collaboration are key to overcoming these gaps and building long-term resilience.
• The paper calls for a unified, forward-thinking approach to resilience, combining strategic dimensions with robust capabilities and supported by public-private collaboration.