Navigator – Resilience: building back better
How have companies weathered the current crisis? And how are they preparing for an uncertain future? Our survey shares insights from business decision-makers around the worldView report
A picture of challenge and change
Businesses are living through the biggest global crisis in a generation.
To understand how it’s affected them, including their plans for the future, we surveyed more than 2,600 business decision makers globally as part of our annual Navigator research.
The results paint a picture of challenge and change. While 98% of businesses have felt the impacts of the crisis, 65% have been agile and stable enough to be resilient. And many see the crisis as a catalyst for change and long-term growth.
The insights in the Resilience report could help you grasp those opportunities while overcoming the challenges.
Why not get ahead today?
Navigator – Real insights from real businesses
Our research revealed a common understanding among businesses of all sizes and sectors of the building blocks of resilience.
- Pulling through by pulling together – with customers, employees and other businesses
- Building agility through a collaborative, people-first culture
- Seeing sustainability as vital for resilience today and growth tomorrow
- Using technology to build that culture and grow the company
- Using closer relationships with suppliers to build a secure and transparent supply chain
How is your business building resilience?
What does the Navigator research mean in practice for businesses?
This conversation features:
- Barry O'Byrne, CEO of HSBC Global Commercial Banking
- Paul Clarke, Chief Technology Officer at Ocado
- Vanessa Havard-Williams, Partner and Global Head of Environment at Linklaters law firm
The discussion is hosted by Michael Lawrence, Chief Executive of Asia House. (17m)
Resilience is multi-faceted. The top characteristics of a resilient business are:
What will be the biggest barriers
to resilience in the next six months?
Includes cash flow; cost of/access to working capital
Includes employee morale; ability to bring employees up to speed on new ways of working
Includes access to advanced technology; digitisation of the business
Businesses aren’t waiting to be told how to ‘build back better,’ they’re starting now. The human tragedy and huge economic damage caused by COVID-19 have accelerated transformation plans and have brought relationship inter-dependencies to the forefront of leaders’ thinking.
Businesses are concentrating on culture
of businesses say treating employees well is a key characteristic of a resilient business; four in five feel closer to employees, customers and suppliers
How do your peers expect technology to change the way they work in the next two years?
More virtual internal and external meetings
Remote working becoming the norm
Reducing office space
Operating out of multiple locations
Sustainability is taking centre stage
of businesses see environmental sustainability as a priority, with nine in ten seeing transformation as an opportunity to prioritise sustainability
Where will the pressure come from to be more sustainable in the next 1-2 years?
Pre- COVID we debated corporate purpose and the notion that ‘value’ reflects a more holistic view of the full financial, social and environmental impacts of a business. We’re now seeing a societal shift that will take this further and faster.
Companies prioritise technologies
that will enable them to achieve their future goals
Tools that enable collaboration through virtual meetings
Tools that enable digitised production processes
Tools that enable digital payments
Tools that enable cyber security
Better collaboration will make supply chains more secure
of companies have supported the businesses they work with and two thirds want to make their supply chain more secure over the next 1-2 years
How can you prioritise supply
chain security? Your peers are:
Identifying and securing critical suppliers
Reviewing the suppliers’ ability to withstand future uncertainty
Working with markets/countries that are more stable
Owning more of the supply chain (vertical integration)