Business leaders understand that the world is now in an era of ‘permacrisis.’ All companies today are facing a more complex risk landscape and increasing threat of business disruption—and most will experience a crisis as a result. Organisations that aren’t adequately prepared and/or lack an integrated resilience programme—including core operational resilience capabilities such as business continuity, emergency response, and technology, supply chain, and cyber resilience—face potentially catastrophic consequences as a result.
Welcome to PwC’s GCCR from co-leaders Dave Stainback (US) and Bobbie Ramsden-Knowles (UK)
We are now exposed to an unprecedented number of complex risks—from regulations to cyber threats, supply chain disruption to geopolitics to climate change—all of which are driving factors for disruption.
The purpose of resilience is to have measures in place which will enable an organisation to withstand or absorb those risks, should they materialise, and where this is not possible, respond appropriately to minimise the impacts and remain within pre-defined tolerances. Every critical component, system, service, process or activity should be resilient, recoverable or have continuity plans in place.
When, however, a disruption impact exceeds the acceptable level of impact for an organisation, it becomes a crisis. In a crisis, resilience plans may be overwhelmed and the tolerable levels of impact may be breached. A crisis management capability should provide a flexible and dynamic approach to enable an organisation to manage unforeseen disruptions, continue to deliver its strategic aims, and return to a viable operating state in these conditions of extreme uncertainty.
Organisations are adapting to constant disruption by transforming their approach to building business resilience to thrive—not just survive—in today’s era of ‘permacrisis’ and ‘polycrisis.’ The key to success is resilience: the ability to navigate through crises, and the capacity to adapt and succeed in the face of constant disruption. Resilience has become a strategic imperative.
Business resilience, also described as enterprise resilience and/or organisational resilience, requires your organisation to evolve continuously, protected from shocks, while at the same time being able to adapt, create value and maintain a competitive edge. However, tension can exist between being resilient versus being agile. Balancing these two competing demands can be challenging.
There on ‘day one,’ when it matters
Although building resilience will prevent more disruptions from becoming a crisis, we all know crises are not going away. In fact, the frequency, speed and magnitude of corporate crises are increasing, driven by today’s complex risk landscape and global megatrends.
Organisations need to respond quickly and effectively to protect corporate value, reputation and trust. This requires expertise, capacity and infrastructure that many companies do not have in place.
PwC’s crisis response capabilities are designed to augment organisations’ capabilities to support them when they need it the most: on day one. PwC's Global Centre for Crisis and Resilience can convene and assemble multidisciplinary specialists across the PwC network, regardless of crisis type, location or industry.
Explore crisis response
PwC’s Global Centre for Crisis and Resilience has a tested and proven methodology of preparing and responding to crises as well as building resilience for all types of organisations.
Our Global Centre for Crisis and Resilience co-leader Dave Stainback is joined by Matthew Duffey, PwC's Global Leader for Business Model Reinvention, to explore the critical need for Business Model Reinvention and resilience in today's fast-paced business world, and how crises can serve as catalysts for transformation.
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The recent IT outage that sent shockwaves globally highlighted the imperative for robust resilience strategies and transparency in communication.
A new EU directive aims to strengthen the resilience of critical entities. We share our perspectives on why the CER Directive matters for organisations.
As businesses experience disruption, how they respond can determine their ability to recover and emerge stronger. In each episode of our series, PwC specialists discuss the challenges and opportunities facing business leaders in today’s environment of global uncertainty.Explore the PwC podcast series
Our Global Centre for Crisis and Resilience co-leader Dave Stainback is joined by Matthew Duffey, PwC's Global Leader for Business Model Reinvention, to explore the critical need for Business Model Reinvention (BMR) and resilience in today's fast-paced business world, and how crises can serve as catalysts for transformation.
Our Global Centre for Crisis and Resilience co-leaders Dave Stainback and Bobbie Ramsden-Knowles reflect on the major disruptions and the evolving regulatory landscape of 2024 and explore how to build resilience for 2025.
Our Global Centre for Crisis and Resilience co-leaders Bobbie Ramsden-Knowles and Dave Stainback discuss the importance of measuring and reporting on enterprise resilience maturity and how to go about it. They highlight the crucial role of technology and introduce PwC’s newly launched Enterprise Resilience Assessment tool.
GCCR co-leaders Dave and Bobbie explore the increasing global regulation around resilience that is starting to rapidly take shape, and discuss what it means for organisations and actions they can take now.
