2025年韧性企业与经济体：企业、政府与多边开发银行如何助力解锁新兴市场增长白皮书（英文版）-世界经济论坛

IncollaborationwithMcKinsey&Company

ResilientFirmsandEconomies:HowCompanies,Governments

andMultilateralDevelopment

BankscanHelpUnlockGrowthinEmergingMarkets

WHITEPAPER

DECEMBER2025

Images:AdobeStock,Unsplash.

Contents

Foreword3

Executivesummary4

1

Navigatingnewpressures5

1.1Emergingmarkets:uniquechallengesandgrowthopportunities5

1.2Buildingresilience:athree-prongedapproach6

2

Assessingresiliencereadiness7

2.1Resiliencedimensions8

2.2Resiliencecapabilities10

2.3Regionalvariationsacrossdimensionsandcapabilities11

2.4Challengesinpublic-privatecollaboration13

3

HowMDBsandgovernmentscanhelpempowercompanies

inemergingmarkets18

3.1Infrastructureandsupplychains:foundationsoflong-termstability19

3.2Digitalizationandskills:drivinginnovationandcompetitiveness21

3.3Closingthefinancinggap:expandingcapitalaccessforSMEs22

3.4Enablingpolicyforgrowth23

Conclusion25

Appendix26

Contributors27

Endnotes28

Disclaimer

Thisdocumentispublishedbythe

WorldEconomicForumasacontributiontoaproject,insightareaorinteraction.

Thefindings,interpretationsand

conclusionsexpressedhereinarearesultofacollaborativeprocessfacilitatedand

endorsedbytheWorldEconomicForumbutwhoseresultsdonotnecessarily

representtheviewsoftheWorldEconomicForum,northeentiretyofitsMembers,

Partnersorotherstakeholders.

©2025WorldEconomicForum.Allrightsreserved.Nopartofthispublicationmaybereproducedortransmittedinanyformorbyanymeans,includingphotocopyingandrecording,orbyanyinformation

storageandretrievalsystem.

ResilientFirmsandEconomies2

ResilientFirmsandEconomies3

December2025

ResilientFirmsandEconomies:HowCompanies,Governmentsand

MultilateralDevelopmentBankscanHelpUnlockGrowthinEmergingMarkets

Foreword

BørgeBrende

PresidentandCEO,

WorldEconomicForum

BobSternfels

GlobalManagingPartner,McKinsey&Company

Resilienceislikeabridgespanningaturbulentriver.Thewatersbelowmaysurgeunpredictably,but

thebridge’sstrengthliesinitsdesign,maintenanceandabilitytowithstandtheforcesofchange.

Intoday’sworld–markedbyprofoundeconomicshifts,record-highlevelsofarmedconflict,risingprotectionismandclimate-relateddisasters

exceeding$320billionindamagesin2024–

resiliencehasbecomeapreconditionforgrowth,notjustcrisissurvival.1

Sinceitsinceptionin2022,theResilience

Consortiumhasbecomeavitalplatformforpublic-andprivate-sectordialogue.Itsmissionisto

promotedeepercollaborationbetweencompaniesgovernmentsandmultilateraldevelopmentbanks(MDBs)tobuildresilienteconomiesandfirms.

Capturingperspectivesfromover270private-sectorleaders,thisyear’swhitepaperbuilds

ontheconsortium’smission,delvinginto

resiliencepreparednesswithaparticularfocusonemergingmarkets.Whileorganizationshavemadeprogressinresilience,readinessremainslow:onlyoneinfourcompaniesfeelspreparedacrossresiliencedimensions(animprovementfromoneinfivein2024).Thisunderscoresthat

resilienceisanongoingjourney,requiringabalanceofoffensiveanddefensivestrategies.

Thewhitepaperemphasizestheneedfor

asystem-wideapproachandcollective

commitmenttoaccelerateprogress.Itidentifies

fourcriticalthemesforstrongercollaboration

amongcompanies,governmentsandMDBsto

advancetheresilienceagendainemergingmarkets:

infrastructureandsupplychains,digitalizationandskillsdevelopment,improvingaccesstofinanceandreducingpolicyandregulatoryfriction.

In2026,theResilienceConsortiumwillfocus

onthesefourprioritythemesthroughstrategic

convenings,includingtheAnnualMeetingin

Davos-Klosters.Theconsortium’sconveningswillbringtogetherahigh-impactcoalitionofleadersfromcompaniesacrosssectors,governments

andMDBstodrivemeaningfulprogress.

Weexpressourgratitudetotheconsortium’s

communitymembersandtoForuminitiative

leadersfortheirinvaluablecontributions.Their

insightshavebeencrucialinshapingthiswhite

paper,whichwehopewillguideandinspireleadersastheyadvancetheirresiliencestrategies.

ResilientFirmsandEconomies4

Executivesummary

Companies,governmentsandmultilateraldevelopmentbankscanstrengthen

resilienceandunlockgrowthandinnovationthroughcollaboration.

Intoday’svolatilegloballandscape,resilienceis

nolongeradefensivestrategy–itisadriverof

growthandinnovation.TheResilienceConsortium,launchedin2022,promotescollaboration

amongcompanies,governmentsandmultilateraldevelopmentbanks(MDBs)2tobuildresilient

economiesandfirms.Thisyear’swhitepaperexploreshowcollectiveactioncanturnshared

challengesintoopportunitiesforresilientand

inclusivegrowth,particularlyinemergingmarkets.

Resilientleadershipisequallyvital.Leadersmusttakeaproactivestance–championinginnovation,foresightandcoordinatedactiontoembed

resilienceasalastingcompetitiveadvantage.

Resilienceshouldbeseenastheabilitytonavigateadversitywhileadvancinga

growth-orientedandinnovation-drivenagendathatenablescontinuousadaptation,acceleration,andthepursuitoflong-termdevelopment.

BørgeBrende,PresidentandCEO,WorldEconomicForum

Resilienceislikeamuscle.Youbuilditupandmakeitstrongerthroughconsistent

effort.Ourresilienceindexshowsthatwearegettingstrongerovertime.Thedirectionwe’reheadinginispromising,butcommitmentwillbecriticaltoturningresilienceintoalastingadvantageandagrowthdriver.

BobSternfels,GlobalManagingPartner,McKinsey&Company

ThelatestPulseCheckSurveyshowssteady

progress:organizationsreporta13-percentage-pointriseinoverallpreparednesssince2024,reflectingagrowingcommitmenttostrengthencapabilitiesandembedresilienceasacorecapability.

However,thejourneyisfarfromcomplete.Onlyoneinfourcompaniesfeelspreparedtomanagedisruptionsacrossresiliencedimensions,andreadinessdrops

furthertooneinfiveforcapabilityareas.

Emergingmarketsfacedistinctbarriers.Yet,

accountingfornearly60%ofglobalgrossdomesticproduct(GDP),theseeconomiesholdvast

potential.3MDBsplayacriticalroleinunlockingthisopportunity:bymobilizingcapitalatscale,bridginginvestmentgapsandactingcounter-cyclically

duringdownturns,theycanlaythefoundationforsustainedstabilityandgrowth.

Systemicchallengesrequirecoordinatedactionsamongcompanies,governmentsandMDBs.TheResilienceConsortiumdrawsontheannualPulseCheckSurveyinsights,aquantitativeanalysis,

structuredinterviewswithcommunitymembers

andtheconsortium’sLeadershipGroup,andglobalconveningshostedin2025toidentifyfourprioritiesforcollaboration:

–Strengtheninginfrastructureandsupplychains

–Advancingdigitalizationandskillsdevelopment

–Closingthefinancinggap

–Enablingpoliciesforgrowth

Unifiedleadershipfromcorporateboards,policy-makers,andMDBsiscriticaltoembedresilienceasafoundationforsustainablegrowth.By

aligninginvestments,deepeningpartnerships

andcreatingmoreenablingregulatoryconditions,theseactorscanfacilitatestabilityandlong-termcompetitiveness.Throughsharedcommitment

andcoordinatedaction,resiliencecanbecomethecornerstoneofthrivingorganizationsandstrongeremergingmarkets.

ResilientFirmsandEconomies5

1

Navigatingnewpressures

Globaleconomicshiftsandemergingmarketvulnerabilitiesdemandresiliencethroughasystem-wideapproach.

Globaleconomy:profoundshiftsandchanges

Theglobaleconomyisundergoingsignificant

change,markedbyrisingprotectionism,geopoliticaltensionandeconomicfragmentation.Trade

disputesandshiftingallianceshavedisrupted

supplychainsandincreasedcostsforbusinesses,withtheUnitedNationsTradeandDevelopment(UNCTAD)reportingrecordlevelsoftradepolicyuncertaintyinearly2025.4

Meanwhile,intensifyingclimateimpactsare

compoundingthesechallenges.Morefrequentandsevereweathereventsareundermining

agriculturalproductivity,damaginginfrastructureandthreateningeconomicstability–causing

approximately$320billioninlossesgloballyin2024,continuingthetrendofannuallossesexceeding$100billion.5

Geopoliticalinstabilityandcompetitionforcriticalresourcesfurtherheightenuncertainty,whilehighpublicdebtisconstraininggovernments’abilitytorespondeffectively.

Together,theseforcesarereshapingtheglobal

economyandunderscoringtheneedforresilience,adaptabilityandsustainedcollaborationbetween

thepublicandprivatesectorstomobilizeresources,innovationandpolicyforlong-termstability.

1.1

Emergingmarkets:uniquechallengesandgrowthopportunities

Emergingmarketsareamongthemostaffected

bytoday’sglobalshifts.Theirexposuretotrade

andclimaterisks,amongothers,makesthem

particularlyvulnerabletothecurrenteconomic

landscape6,7,8Thisconcernwasunderscored

duringaResilienceConsortiumleaders’conveningin2025,whenachiefexecutiveofficerobserved:“Resilienceisparticularlycriticalinemerging

markets,wheredisruptiontoagriculture,watersupplyandinfrastructureismorepronounced.”

Yetdespitegrowingchallenges,emerging

marketsremainvitaldriversofglobalgrowth,

fuelledbyproductivitygains,automationandthediffusionofinnovation.

Investmentconstraintsfurthercompoundthe

challenge.In2023,foreigndirectinvestment

(FDI)flowstodevelopingeconomiesfellby7%to$867billionandremainedflatthroughout2024fortheGlobalSouth.9Thisstagnationhaswidened

financialgapsandheightenedeconomicfragility,underscoringthecriticalroleofprivatecapitalin

supportinginvestment,jobcreationandgrowth.10Theinfrastructureinvestmentshortfallisparticularlysevere:by2030,thegapbetweeninfrastructure

needsandexpectedspendinginemergingmarketsisprojectedtoreach$15trillion,11compoundedbyarecord-highexternaldebtserviceobligationof

$400billionin2024.12

Nevertheless,emergingmarketsremaina

cornerstoneofglobaleconomicgrowth,accountingfornearly60%ofglobalgrossdomesticproduct

(GDP).13Demographictrendsreinforcethis

potential:Sub-SaharanAfrica,forexample,istheonlyregionwithagrowingworking-agepopulation–approximately720millionpeoplein2024,

projectedtonearlydoubleto1.3billionby2050.

Thisdemographicdividendrepresentsapowerfuldriverofeconomicexpansion,innovationand

productivity.14,15

Addressingvulnerabilitieswhileunlockingtheseopportunitieshasthepotentialtoimprovelivingstandards,createjobsanddriveinnovation.

ResilientFirmsandEconomies6

1.2

Buildingresilience:athree-prongedapproach

Tofullyunlockthepotentialofglobalandemergingmarkets,resiliencemustbestrengthenedthroughthreedistinctapproaches:system-wide,thematicandregion-specific–eachaddressingaunique

dimensionofthechallenge.

1.Asystem-wideapproachtoresilience

Thesystem-wideapproachtoresilienceexplores

howanewtypeofcollaborationamongprivate-

sectorcompanies,governmentsandmultilateral

developmentbanks(MDBs)canhelpaddress

systemicrisksandcontributetoamoreresilientglobaleconomy.Byworkingtogether,thesegroupshave

thepotentialtocreateanenvironmentthatsupportsstability,growthandinnovationatamacrolevel:

–Privatesector:Companiesdrivegrowthbyfocusingonagilityandinnovation,enablingthemtoadapttorapidlychangingconditionsandseizenewopportunities.

–Governments:Policy-makersaccelerate

growthbyinvestingincriticalinfrastructureandprovidingclear,long-termpolicyframeworks

thatencourageinvestmentandenablebusinessestothrive.

–MDBs:Developmentinstitutionsplayacatalytic

rolebymobilizingprivatecapital,strengthening

institutionalcapacityandcoordinatingcross-sectoreffortstoaddresssystemicrisksandsupporttheeconomicprioritiesofemergingmarkets.

2.Athematicapproachtoresilience

Resiliencealsorequirestargeted,thematiceffortstoaddressspecificchallenges.Thisreportfocusesonseveralkeythemesidentifiedthroughthe

latestannualPulseCheckSurvey.Thepriorities

whichwereidentifiedareinfrastructureandsupplychains,digitalizationandskills,financinggap,andenablingpolicy.

3.Aregion-specificapproach

Resiliencechallengesoftendifferacrossregionsduetogeopoliticsandgeoeconomicconditions.The

region-specificapproachconsidershowresiliencestrategiesmightbetailoredtoaddresstheuniqueneedsandopportunitiesofregionsandcountries,suchasAfricaandtheMiddleEast,andthe

individualnationalcontextswithinthem.AsnotedbyaCEOduringaResilienceConsortiumleaders’conveningin2025:“Africa’spopulationisexpectedtodoubleby2050,whichwillrequirelong-term

investmentsininfrastructure,educationand

economicsystemstobuildsustainableresilience.”

Thisapproachacknowledgesthatlocalized

challenges,suchasclimateadaptationin

vulnerableregionsoreconomicdiversificationin

resource-dependentareas,mayrequirecustomizedapproachestobuildresilience.

2

Assessingresiliencereadiness

Resilienceisadvancing,butunevenreadinessandweakcapabilitieshighlighttheneedfor

deepercollaborationandsustainedinvestment.

ThePulseCheckSurveyandvariousconvenings

conductedbytheResilienceConsortiumthroughout2025offeradeeperinsightintohowprivatesectororganizationsarenavigatingtheirresiliencejourneys.Buildingontheglobalcontextandtheimportance

ofresilienceoutlinedinthepreviouschapter,this

sectionfocusesonfirms’readinesstowithstandandadapttodisruptions.

Resiliencepreparedness:progressandgaps

TheResilienceConsortium’sprivatesector

resilienceframework,introducedin

Seizingthe

MomentumtoBuildResilienceforaFutureof

SustainableInclusiveGrowth

,isastrategicmodel

designedtohelpcompaniesendure,adaptandthriveamiddisruptions.

Itcomprisessixresiliencedimensions,whichrepresentkeyareaswhereresiliencecouldbe

embedded.Theframeworkalsoincludesfour

resiliencecapabilitiesthatequiporganizationstorespondtocrises,adaptstrategies,anticipatechallengesandpreparefordisruptions(Figure1).Together,thesedimensionsandcapabilitiesformaholistic,forward-thinkingapproachthatenablescompaniestoturncrisesintoopportunities.

Theconsortium’sPulseCheckSurveyusesthisframeworktoevaluatecompanies’resilience

preparednessandthespecificmeasurestheyhaveimplementedacrossthesedimensionsandcapabilities.

ResilientFirmsandEconomies7

ResilientFirmsandEconomies8

1

FIGURE

Resiliencedimensionandcapabilitiesframeworkassessed

s

n

o

p

s

i

r

o

e

r

i

s

e

r

s

i

a

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e

a

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e

r

o

F

s

i

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C

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i

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Market

positionand

demand

resilience

Operationalresilience

Digitaland

technological

resilience

Societal

alignmentand

purpose

Financialresilience

Organizationalresilience

Resiliencecapabilities

Resiliencedimensions

A

1

4

Organizationalresilience

Structureand

decision-making

Leadership

Crisisresponsecapabilities

Crisisresponsetaskforce,long-term

changeprogrammes

Financial

resilience

LiquidityrunwayOperational

leverage

eandstrategic

ghtandprepaProfitabilityTalent

Resilientgrowth

B

Foresight

capabilities

Information

gatheringand

dashboard,

scenarioplanning,stress-testing

Financialrisk

LearningCulture

5

2

Digitaland

technologicalresilience

Digitalstrategy

DeliveryorganizationCybersecurity

DataandAImodelsInventioncapabilities

Operationalresilience

BCM1and

productionstabilityQualitystandardsFlexibleproductionThird-partyand

supplychain

C

Disruption

preparation

capabilities

Riskreduction,

resilienceagendasettingbasedonscenarioplanning

3

6Societalalignment

Marketpositionand

andpurposeStakeholder

orientation

ESG2anchoring

AuthenticbrandingEnvironmentandsustainability

Socialresponsibility

Governanceandethics

demandresilienceMarketstructure

MarketpositionBusinessand

productportfolioBusinessmodeladaptability

Innovationandcapabilityedge

D

Strategic

reorientation

capabilities

Self-examinationcapability,

implementlessons

Notes:1.Businesscontinuitymanagement;2.Environmental,socialandgovernance.

Resiliencedimensionandcapabilitiesframeworkassessed

Conceptualframeworkusedasreference

2.1

Resiliencedimensions

Trackingprogress:year-on-yearimprovements

Reportedresiliencelevelshaverisenacrossdimensions,reflectinggrowingcommitmentandtangibleprogressamongorganizations.

Between2024and2025,alldimensionsrecorded

measurablegains,withthelargestimprovementsinoperationalresilience(+18percentagepoints),financialresilience(+15percentagepoints)andorganizationalresilience(+14percentagepoints).Eventhemoremoderateincreasesacrossotherdimensionsmarksignificantstepsforwardin

buildingastronger,morebalancedresiliencefoundationoverall.

ResilientFirmsandEconomies9

FIGURE2

Trendinoverallresiliencepreparedness,2024一2025(percentageoforganizationsreportingreadinessacrossalldimensions)

Howresilientorwellprepareddoyoufeelalongthefollowingdimensions?

40

>

+15

31

>

27

25

+9

21

19

15

13

9

N/A*

OrganizationalSocietalalignmentandpurpose

●2024●2025

*Geopoliticswasnotassessedasadimensioninthe2024PulseCheckSurvey.

32

>

>

+13

23

+18

>

>

18

+6

+14

9

Digitalandtechnology

Marketpositionanddemand

Operational

Geopolitics

Financial

Thisunderscoresthecontinuedprioritizationof

financialstabilityandcashflowmanagementas

criticaloperationalpillars.Theimmediateimpact

offinancialdisruptionsonbusinesscontinuityhas

drivencompaniestoallocateresourcesanddevelopcomprehensivefinancialstrategies.

Over2025,33%ofrespondentsreported

implementingtargetedactionstoenhancefinancialresilience.Theseincludeddiversifyingfunding

sources,improvingcashflowforecasting,and

renegotiatingsupplierpaymenttermstosafeguardliquidity.Additionalmeasuresinvolvedoptimizingcoststructures,conductingin-depthfinancial

reviews,andadoptingworst-casescenario

planning.Organizationsalsoembracedmore

disciplinedcashmanagementpracticesandmadestrategicinvestmentstofuture-prooftheirofferings.

Digitalandtechnologyresiliencerankssecond,

risingto32%from19%in2024.Thisprogress

reflectsthepotentialtodrivegrowththrough

productivitygainsandprovideacompetitiveedgetoorganizationsthatdeploytechnologieseffectively.Realizingthesebenefits,however,dependsas

muchonskilledtalentasontechnology.This

dimensionalsocarriesgeopoliticalrisks,includingcybersecuritythreatsanddependenciesonregionsleadinginemergingtechnologies,suchasartificialintelligence(AI).

Incontrast,organizationalresilienceremainslessdeveloped,withaglobalpreparednessaverageof23%–thoughupsignificantlyfrom9%in2024.Ofrespondents,43%reportedactionstostrengthen

Resilience

strengthens

whenitbecomesanongoing

organizationalpriorityratherthanareactiveresponse.

Theresultspointtogrowingmomentum-proof

thatresiliencestrengthenswhenitbecomes

anongoingorganizationalpriorityratherthana

reactiveresponse.However,despiteprogress,

organizationalpreparednessfordisruptionsremainslimited.Onlyoneinfourcompaniesnowconsidersthemselvesreadytowithstandmajorshocks–animprovementfrom16%in2024to29%in2025,

butstilllowgiventhescaleandfrequencyofglobalchallenges.DuringaResilienceConsortiumleaders’conveningin2025,aparticipantnoted:“Resilienceplanningmustextendbeyondshort-term

horizons(threetofiveyears)toincludea20-year

perspectivethataccountsformega-trendssuchasdemographicshifts.”

Whilecompaniesrecognizeresilienceasessential,lowpreparednesslevelsrevealagapindevelopinglong-term,structuralstrategiesandmechanismstoenhanceresilience.Manyorganizationsremainfocusedonreactivemeasures,oftenquestioningpost-disruption,“Couldwehavedonemore?”Thechallengeliesinshiftingfromreactiveresponses

toproactive,systemicapproachesthatbuildenduringresilience.

Preparednessandprioritiesacrossresiliencedimensions

Assessingglobalpreparednessacrossresilience

dimensionshighlightsfinancialresilienceas

thestrongestarea,with40%oforganizations

reportingreadiness–consistentwith2024findings.

ResilientFirmsandEconomies10

organizationalresilience,suchascross-training

teamstoenhanceroleflexibility,establishingclearercontingencyprotocolsforcriticalfunctionsand

restructuringoperationstoreducefragmentation.Othereffortsincludeimplementingremoteworkarrangements,retainingtoptalentandupskillingemployeestosupportAIadoption.Asonesurveyrespondentobserved,“Inresponsetoemergingthreatsanduncertainties,wehavebecomemoreagile,reorganizingfunctionstobreakdownsilosandrespondmorerapidlytoinquiries.”

Thesemeasuresunderscorethegrowing

recognitionofresilienceasacorecapabilityfor

navigatingcomplexity.Yet,asin2024,priorities

remaincentredonshort-termgainsratherthan

advancinglong-termcapabilitybuilding.For

example,68%oforganizationsprioritizestringent

costcontrolstostrengthenfinancialresilience,and62%focusonworkforceretentionasapillarof

stability–outpacinglonger-termstrategiesadoptedbyonly34%and50%oforganizations,respectively,fordiversifiedsourcingandoperationalautomation.

Resiliencecapabilities

2.2

Trackingprogress:year-on-yearimprovements

Resiliencecapabilitieshavestrengthenedacross

theboard,reflectingcontinuedprogressand

commitmentamongorganizations.Between2024and2025,allfourcapabilitiesrecordedmeasurable

gains,withthelargestimprovementsinstrategicreorientation(+13percentagepoints),disruptionpreparation(+11percentagepoints)andcrisis

response(+8percentagepoints).Evenforesight,whilestartingfromalowerbase,hasdoubledto16%–asignificantsteptowardsmoreproactiveriskmanagement.

FIGURE3

Trendinresiliencecapabilitiespreparedness,2024一2025(percentageoforganizationsreportingreadinessacrosscapabilities)

Howresilientorwellprepareddoyoufeelalongthefollowingcapabilities?

24

>

20

20

>

>

+8

16

16

>

+11

+13

+8

9

8

7

CrisisresponseStrategicreorientationDisruptionpreparationForesight

●2024●2025

ResilientFirmsandEconomies11

organizationsfeels

wellpreparedacrossresiliencecapabilities(crisisresponse,

strategicreorientation,disruptionpreparation,foresight)tomanagedisruptions.

Takentogether,theseadvancessignalgrowing

organizationalmaturity,withcompaniesincreasinglyabletoturndisruptionintoopportunity.Yetthe

PulseCheckSurveyshowsthatonlyoneinfive

organizationsfeelswellpreparedacrossresiliencecapabilitiestomanagedisruptions–areminder

thatresilienceremainsaworkinprogress.Evenso,thismarksmeaningfulprogress:overallcapabilitiesreadinesshasdoubledsince2024,risingfrom10%to20%,reflectingrisinginvestmentandasharperfocusonbuildingtheskillsandsystemsneededtoanticipate,absorbandadapttochange.

Preparednessandprioritiesacrossresiliencecapabilities

Crisisresponseremainsthemostdevelopedarea,with24%oforganizationsreportingreadiness,upfrom16%in2024.AccordingtothePulseCheckSurvey,37%ofrespondentstooktargetedactiontostrengthencrisisresponsecapabilities,includingformingcross-functionalcrisisresponseteamswithclearlydefinedrolesandrapiddecision-making

protocols.Organizationshavealsostrengthened

resiliencethroughbusinesscontinuityanddisasterrecoveryplanning,riskmanagementframeworksandcrisisresponseprotocols.Additionalmeasuressuchasstresstesting,vulnerabilityassessments

andtargetedmitigationmeasureshavefurtherenhancedtheirabilitytorespondswiftlyandcohesivelytounexpectedevents.

Foresightcapability,bycontrast,remainsthe

leastdeveloped,withonly16%oforganizations

feelingadequatelyequipped–upfrom8%in2024.Encouragingly,50%ofparticipantsreportedactionstostrengthenforesightcapabilities,including

organizationsintegratingscenarioplanning,earlywarningindicatorsandbusinessimpactanalysesintostrategicreviews.Wargamesandother

simulationshelpanticipatedisruptions,enablingcompaniestonavigateemergingrisksandbuildstrongerresiliencefoundations.

Similarto2024,mostresiliencecapabilityprioritiescontinuetoemphasizeshort-termgainsover

long-termcapabilitybuilding.Forexample,55%oforganizationsprioritizeriskassessmenttobolster

crisisresponse,and47%focus