In an increasingly volatile and complex world, resilience has emerged as a critical prerequisite for corporate performance. The global COVID-19 pandemic, with its profound human and economic consequences, has underscored the importance of resilience. It has revealed the vulnerability of economies to demand shocks and industries to supply chain disruptions. This crisis has unfolded in the context of accelerating climate change and mounting pressure to reduce greenhouse gas emissions, highlighting the urgent need for resilience.
Moreover, organizations face a myriad of challenges, including digitization, cyberthreats, inflation, and geopolitical tensions. These disruptive forces are transforming the business landscape at an unprecedented pace, making it challenging to predict and respond to disruptions. To thrive in this environment, companies must prepare for the unexpected and proactively build their resilience.
The Pandemic’s Wake-Up Call
The COVID-19 crisis has served as a wake-up call for business leaders, emphasizing the value of resilience management. While the scale of the pandemic and its cascading effects caught many off guard, organizations with robust contingency plans were better equipped to navigate the storm. This crisis has highlighted the importance of having processes and procedures in place to manage disruptions effectively.
Key Findings from the FERMA–McKinsey Survey
McKinsey recently collaborated with the Federation of European Risk Management Associations (FERMA) to conduct a comprehensive survey on the impact of the pandemic on corporate resilience. The survey collected responses from over 200 senior executives and risk and insurance professionals from various industries and countries. Here are some key findings:
- Expanding Risk Management to Resilience Management
Traditionally, risk management focused on a narrow set of well-defined risks, primarily financial in nature. However, the pandemic has broadened the mandate of risk management to encompass resilience management. Resilience is now integrated into long-term strategic planning at leading organizations.
- Increased Relevance of Risk and Resilience
Over half of the survey respondents acknowledged that the global pandemic has significantly elevated the importance of risk and resilience within their organizations. It has become a top priority for business leaders.
- Specific Areas of Resilience Focus
During the pandemic, companies concentrated their efforts on workplace safety and remote work capabilities. Over 75% of respondents indicated that they had largely completed the implementation of measures in these areas. Additionally, 52% reported having effective capabilities in place to manage financial resilience.
- Room for Improvement
While progress has been made, there is room for improvement in managing business operations and supply chains during crises. Many companies have yet to fully implement remedial measures in these areas. Risk management is still primarily associated with crisis response.
Building Resilience for the Future
To strengthen resilience for the future, risk managers and executives believe that the following actions are crucial:
- Improve Risk Culture: 75% of respondents believe that enhancing risk culture is essential. A strong risk culture fosters a proactive approach to resilience.
- Enhance Integration of Resilience: Integrating resilience into the strategy process is vital. It ensures that resilience considerations are part of decision-making at all levels.
- Advanced Foresight Capabilities: Developing foresight capabilities, including scenario planning and stress testing, is critical for anticipating and preparing for future disruptions.
- Revisit Risk Governance: A better risk governance model is needed for efficient decision-making and crisis management.
Transitioning from Crisis Response to Resilience
The challenge now is to shift from a reactive crisis response mode to integrating risk and resilience into core functions permanently. This transition requires a focus on risk governance, risk data aggregation, reporting, and foresight capabilities.
Overarching Capabilities and Core Resilience Areas
Organizations must develop overarching capabilities and strengthen core resilience areas:
- Foresight Skills: Building foresight capabilities involves gathering relevant data, scenario planning, and stress testing to anticipate and prepare for future crises.
- Financial Resilience: Balancing short- and long-term financial goals, maintaining a solid capital position, and ensuring sufficient liquidity are essential for weathering financial shocks.
- Operational Resilience: Robust production capacity, supply chain fortification, and delivery mechanisms are necessary to maintain operational capacity and service provision under stress.
- Technological Resilience: Investment in secure and flexible technology infrastructure is crucial to manage cyber threats and avoid technology breakdowns.
- Organizational Resilience: Attracting and developing talent, fostering diversity and inclusion, and maintaining strong people processes are key aspects of organizational resilience.
- Reputational Resilience: Aligning actions with values, addressing environmental, social, and governance (ESG) issues, and maintaining a strong mission are critical for reputational resilience.
- Business-Model Resilience: Developing adaptable business models that can withstand shifts in demand, competition, technology, and regulations is essential.
Resilience as a Competitive Advantage
A holistic approach to resilience moves beyond traditional risk management to embrace a long-term strategic view. Resilience becomes a competitive advantage in times of disruption, enabling organizations to pivot and excel in new environments.
Designing and Implementing Strategic Resilience
While many organizations have developed tools to address immediate challenges, they must continue strengthening their resilience muscle. Future disruptions will differ, requiring planning for primary and secondary effects. To achieve strategic resilience, companies should:
- Measure Resilience: Regularly assess and report resilience dimensions internally, comparing strengths and weaknesses with industry peers.
- Choose Specific Disruptions: Focus on particular types of disruptions to probe deeply for expected and unforeseen impacts.
- Embrace Scenario-Based Thinking: Replace traditional planning with systematic scenario development to anticipate and respond to future uncertainties.
- Integrate Risk Management: Integrate risk management into strategy development with a market perspective, interdisciplinary thinking, and a focus on resilience.
- Identify Strengths and Weaknesses: Test strategies against various scenarios and consider both qualitative and quantitative analyses.
- Invest in Resilience: Consciously invest in resilience dimensions and develop action plans for alternative futures.
- Develop First-Line Capabilities: Strengthen resilience within teams and integrate people into the transition.
- Create an Early-Warning System: Monitor internal and external risks actively and involve the board in risk assessment.
Strategic resilience is the key to navigating a world marked by uncertainty and disruption. Organizations must move beyond reactive crisis response and prioritize resilience as a core element of their strategy. By embracing a holistic approach to resilience and following a structured path, businesses can not only survive but also thrive in the face of future challenges. Resilience is not just a buzzword; it’s a competitive advantage in a dynamic world.