While human preferences and behaviours are naturally ever-changing, Sharp new demographic realities are influencing and being influenced by businesses, employees, governments and societies.
From mass unemployment to talent crunches, shifting consumer tastes to protests near and far, resilient organisations deftly handle both slow- and fast-moving social shock waves. They also create strategies to harness the positives such as the consumption power of growing population segments and the innovative potential of a diverse workforce.
What influences leaders to take risk? Does the desire for power or stability encourage one to take risk, or are other factors at play? See a breakdown on risk-taking factors here.
We believe that only a few companies are truly ready. They’ve built their readiness through the emerging capability of resilience, with six distinctive traits that combine to define their ability to survive and evolve in the face of change.
Public-private partnerships offer a solution to the healthcare needs of underserved billions that works for both market and provider.
Measuring key suppliers’ performance protects your business and reputation
The business environment in 2025 is not going to get less risky or less complex. That’s why the utilities, energy and power Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.
The business environment in 2025 is not going to get less risky or less complex. That’s why the industrial manufacturing Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.
The business environment in 2025 is not going to get less risky or less complex. That’s why the technology Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.
The business environment in 2025 is not going to get less risky or less complex. That’s why the Pharma/Life Sciences Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.
The business environment in 2025 is not going to get less risky or less complex. That’s why the insurance Chief Compliance Officer will play an increasingly critical role in setting strategy, steering the business clear of dangerous waters — and helping business managers take the right risks.
How many chief executives want to create a socially valuable legacy? And how many of those can balance such longer-term priorities with the urgent demands of their investors and shareholders? This juggling act is hard to pull off — even for the minority of CEOs surveyed who desire this legacy.
Customers don’t always tell you what they really think. And they might not even know what they need from you. But they are sure to voice their opinions on social media. In a competitive landscape that’s increasingly being shaped by social media, you ignore valuable consumer data at your peril.
It’s harder than ever for CEOs to find and keep the right people in the right place at the right time. Yet only 6 in 10 have taken tangible steps in the war for tomorrow’s talent.
A company’s existence depends on them: but how deeply do CEOs understand the shifting priorities and perceptions of their customers, across cultures and geographies?
Companies are grappling with the multitude of privacy regulations, self-regulation policies, and consumer expectations placed on them to protect consumer data privacy. Mishandling your consumers’ personal data risks damaging your reputation as well as your bottom line. No wonder companies are uncertain about where the Big Data opportunities and risks lie. The solution is to view the issue strategically — not just through just a compliance lens but also through a lens of opportunity and trust.
Instead of creating shared risks, public and private sector investment should focus on creating shared value. That’s why PwC and UNISDR started the R!SE Initiative.
Whether the risks are economic, environmental, catastrophic or systemic, we all have much to gain by examining some of the best resilience practices employed by public, private and NGO sectors. The WEF’s Leading Practices Exchange was created to fill this need. This article by PwC’s Ed Simmons summarises ten key points.
Will the global growth CEOs foresee translate to their companies? The key may be in how resilient their practices are, from innovation to talent to consumer strategies.
While 81% of CEOs in our recent survey see tech innovations as a top driver of business change, only a third as many (27%) had actually implemented a change programme. Why?
Environmental risks can slip down the strategic and public policymaking agenda when they come up against seemingly more pressing economic priorities, even though this could store up trouble for the future. Could there be a more informed basis for decision making that would allow business and political leaders to balance these twin resilience demands?
Hyperconnectivity has given unprecedented speed and reach to the dissemination of ideas, information, and opinions. This phenomenon continues to open new avenues for creativity and free speech on the one side, but also allows lies, threats and even violent hysteria to spread like wildfires on the other. How can these storms be contained without dimming the fire of free speech? PwC authors John Regas and Beth Cartier provide some solutions and suggestions.
Between natural disasters, the financial crisis, and macroeconomic vulnerabilities, companies’ supply chains have been rocked by several disruptions of late. And that trend is likely to continue, says PwC’s Joseph Roussel, co-author of Strategic Supply Chain Management—Second Edition. In this short, informative interview, Roussel discusses why supply chains have become increasingly vulnerable, and offers specific tips on how companies can design and manage this critical strategic asset for resilience.
How to address today’s social and environmental risks within a traditional ERM approach? Focusing on business resilience can help you optimise both process and outcome.
When a disruption hits your supply chain, will you be able to keep giving customers what they most value? Here are four keys to building your supply chain resilience.
The challenge of becoming resilient in the face of growing antimicrobial resistance is taking on increased urgency. This PwC article offers a clear plan for action.
Antimicrobial resistance threatens human health worldwide. While governments, industry and providers are addressing it, their efforts must be coordinated, argues the author.
There’s a key link between leadership and trust, & economic and societal value. The World Economic Forum, aided by PwC, discusses why trust is such a powerful asset today.
Katrin Muff of the Business School Lausanne argues that businesses should put the Earth’s resilience before their own, and calls out visionary leaders who have done so.
Today’s focus on efficiency and cost should not blind us to the value of beauty in promoting resilience, argues Dr. Paul Shrivastava of Concordia University.
How to create risk-resilient societies? By building a collaborative, global, public-private-NGO platform to reduce disaster risk, as this UNISDR-PwC paper explains.
In an interdependent world, integrity and trust are indispensable to an organisation’s resilience. This PwC series of thought-provoking articles explains why.
PwC and the UNISDR are creating a framework for disaster reduction to improve disaster resilience and provide economic, social and environmental benefits.
What strategies are being employed to combat risks of widespread social instability, weakened societal safeguards, and the online security risks of increasingly connected systems?
To be risk-resilient, countries must adapt to changing contexts, withstand sudden shocks and recover to a desired equilibrium -- all while preserving continuity operations.
Discover how two companies developed resilience by embracing bold leadership, sound alliances, innovation and agility, and by convincing stakeholders that change is needed.
Following Hurricane Sandy's impact, how can communities develop a comprehensive and practical risk resilience programme for disaster preparation and planning?
Read how companies deal with the implications and risks with operating in post-Arab Spring Egypt, how they manage operations, and where they see things going.
After a crisis, why are some people and systems more resilient than others? The recent PopTech conference found one reason has to do with diversity of expertise. What else did it find?
Increasing female empowerment lies at the nexus of literacy and innovation, but are business strategies reflecting the opportunities that arise when women learn?
In the first article in our series on risk resilience, we explore questions such as "how does risk-resiliency go beyond conventional risk management?"