Building resilience for severe but plausible scenarios
The recent IT outage that sent shockwaves globally highlighted the imperative for robust resilience strategies and transparency in communication.
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.
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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.
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.
The recent IT outage that sent shockwaves globally highlighted the imperative for robust resilience strategies and transparency in communication.
Learn how companies can embrace risk to prevent economic crime and disclose its consequences for future growth through our Global Economic Crime Survey.
A new EU directive aims to strengthen the resilience of critical entities. We share our perspectives on why the CER Directive matters for organisations.
Rethink resilience for survival and strategic advantage in a disruptive era with PwC. From pandemics to cyber attacks, navigate complex threats with adaptability.
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-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.
We discuss PwC’s Global Risk Survey and the key behaviours of Risk Pioneers, organisations successfully driving reinvention, growth and resilience.