Rebuilding with resilience: Deloitte report reveals how organizations can better prepare for future disruption; Climate change top concern among business leaders has been saved
Rebuilding with resilience: Deloitte report reveals how organizations can better prepare for future disruption; Climate change top concern among business leaders
- Most global CXOs believe the disruption seen in 2020 isn’t a one-off, and disruptions of similar scale – including those related to the climate crisis –could come with regularity.
- While 2020 gave some CXOs confidence in their organizations’ resilience, a majority still don’t feel completely ready for the next crisis.
- Report identifies five “attributes of resilience” for organizations to cultivate in order to withstand future, ongoing disruption.
1 March 2021 - Deloitte’s 2021 Resilience Report explores how organizations have coped with the tumultuous events of 2020 and identifies the traits that characterize a resilient organization—traits business leaders can cultivate in order to build greater resilience into their own companies. Deloitte’s survey of 2,260 CXOs in 21 countries confirms that organizations that plan and invest in anticipation of disruptions—whether on the scale of an isolated cyber-attack or a full-blown health pandemic—are better positioned to respond, recover, and thrive. It validates the notion that acting early and advanced preparation matter, and offers proven lessons for increasing organizations’ viability.
As we move beyond 2020, rebuilding with resilience will become essential to businesses, as evidenced by Deloitte’s survey, which found that over 60% of global CXOs believe we could see occasional or regular disruptions of this scale going forward. However, less than a third of leaders feel completely confident that their organizations could quickly adapt and respond to future threats.
“Businesses in the Middle East and globally have always faced disruption which often becomes the source of inspiration for innovation. The COVID-19 pandemic is driving organizations to make tough choices and rapidly engage in new and creative ways of thinking and operating,” said Mutasem Dajani, Deloitte Middle East CEO. “Moving from adapting to the pandemic to ultimately thriving will require a complete overhaul of strategies currently in place for some organizations and those that plan and are ready for future disruptions will be best placed to succeed.”
The “characteristics of resilience”
Deloitte’s research identifies five attributes of resilient organizations that serve as a strategic, operational, and cultural guidepost. Resilient organizations did not necessarily predict the events of 2020, but they withstood the immense pressures by enabling and promoting nimble strategies, nurturing adaptive cultures, and implementing and effectively using advanced technologies.
The survey suggests that organizations that deliberately build the following attributes into their operations and cultures are better positioned to overcome disruptions and help usher in a “better normal.” They are:
- Prepared. Successful CXOs plan for all outcomes, both short- and long-term. More than 85% of CXOs whose organizations successfully balanced addressing short- and long-term priorities felt they had pivoted very effectively to adapt to the events of 2020; fewer than half of organizations without that balance felt the same.
- Adaptable. Leaders recognize the importance of having versatile employees, especially after a year like 2020. To that end, flexibility/adaptability was, by far, the workforce trait CXOs said was most critical to their organizations’ futures.
Nearly three out of four respondents from organizations that had implemented actions to make their workforce more adaptable—such as by training or reskilling workers, implementing worker redeployment programs, or offering flexible working options—said their organizations are doing a good job at cultivating resilient cultures compared to just about half of organizations who didn’t have such programs in place.
- Collaborative. CXOs indicated the importance of collaboration within their organizations, noting that it sped decision-making, mitigated risk, and led to more innovation. Two-thirds of respondents who said their companies removed silos in their organizations before the pandemic reported managing the events of 2020 better than their peers. Technology was a critical enabler of collaboration throughout the pandemic. Just 22% of surveyed CXOs said their organizations had the technologies needed to facilitate remote working before
the pandemic. Forty-two percent developed and adopted these technologies out of necessity during the year.
- Trustworthy. CXOs understand the challenge of building trust with keystakeholders, yet many did not feel they had lived up to the task. More than a third of respondents were not confident their organizations had maintained
trust between leaders and employees. In the context of the pandemic, physical, emotional, and digital trust were particularly important. Organizations that prioritized the physical safety of their employees and customers, the mental health and morale of their employees, and the security of their data weathered 2020 better than those who did not.
- Responsible. Most CXOs acknowledge that the business world has a responsibility beyond the bottom line. Eighty-seven percent of CXOs who said they have done very well at balancing all of their stakeholders’ needs felt that their organizations could quickly adapt and pivot in response to disruptive events. That is nearly 50 percentage points more than the proportion of CXOs who said the same at organizations that haven’t done well at balancing their stakeholders’ needs.
Going forward with resilience: climate change seen as top issue for business to tackle
Sometimes leaders don’t know their capabilities until they are put to the test. Case in point, before 2020, only 24% of CXOs felt completely ready to lead through potential disruptions, and only 21% felt completely confident their organizations could quickly adapt and pivot, if needed. In the midst of the pandemic, however, these numbers jumped to 34% and 30%, respectively, indicating that the events of 2020 have given some CXOs a confidence boost about their organizations’—and their own—resilience. Yet, that still leaves 66% of CXOs who don’t feel completely ready to lead and 70% who don’t have complete confidence in their organizations’ ability to pivot and adapt to disruptive events.
That is concerning considering that global CXOs made it clear that disruption is not going away: Three quarters say they believe the climate crisis is of similar or greater magnitude compared to the COVID-19 pandemic. CXOs ranked climate change as the top societal issue for business to tackle over the next decade (47%), followed by health care issues and disease prevention (42%), and gaps in education and training (39%).
“These different challenges - ranging from climate to healthcare - emphasize the urgent need for leaders to embrace all stakeholders and put the advancement of society at the heart of business strategy,” said Rana Ghandour Salhab, People and Purpose Leader, Deloitte Middle East. “While change and disruption will be a way of life going forward, leaders who implement the building blocks of resilience now will be best positioned to thrive going forward.”
For more information and to view the full results of Deloitte's 2021 Resilience Report, visit www.deloitte.com/resilience2021.
The Deloitte 2021 Resilience report is based on a survey of 2,260 C-level executives and senior public sector leaders, including CEOs/presidents, COOs, CFOs, CMOs, CIOs, and CTOs. The survey, conducted by KS&R Inc. in July September 2020, polled respondents from 21 countries; 45% were from Europe/South Africa, 28% from the Americas and 27% from Asia Pacific. All major industry sectors were also represented in our sample. Additionally, KS&R and Deloitte conducted select one-on-one interviews with global industry leaders and academics.
All private sector respondents came from organizations with annual revenues of US$500 million or more, with nearly a third (31%) coming from organizations with revenues of more than US$5 billion. One in five private sector respondents had the title CEO/president, another 17% were CFOs, and 16% were CIOs.
Among the public sector leaders surveyed, 40% represented organizations and agencies with a budget of US$1 billion or more. Among the public sector leaders surveyed, 21% were CIOs and 19% had the title of director or deputy director.
Thirty-eight percent of respondents were between the ages of 45 and 54, the largest segment represented. Twenty percent of the respondents this year were women.
Nadine El Hassan
Public Relations Regional Leader
Deloitte Middle East
Tel: +961 (0) 1 748444
About Deloitte & Touche (M.E.) LLP:
Deloitte & Touche (M.E.) LLP (DME) is the affiliate for the territories of the Middle East and Cyprus of Deloitte NSE LLP (“NSE”), a UK limited liability partnership and member firm of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”).
DME is a leader in professional services with uninterrupted presence in the Middle East since 1926 with 26 offices in 14 countries and around 5,000 partners, directors and staff. DME’s presence in the Middle East and Cyprus is established through its affiliated independent legal entities, which are licensed to operate and to provide services under the applicable laws and regulations of the relevant country. DME’s affiliates and related entities cannot oblige each other and/or DME, and when providing services, each affiliate and related entity engages directly and independently with its own clients and shall only be liable for its own acts or omissions and not those of any other affiliate.
Deloitte refers to one or more of DTTL, its global network of member firms, and their related entities. DTTL (also referred to as “Deloitte Global”) and each of its member firms are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL, NSE and DME do not provide services to clients. Please see www.deloitte.com/about to learn more.
Deloitte is a leading global provider of audit and assurance, consulting, financial advisory, risk advisory, tax and related services. Our network of member firms in more than 150 counties and territories, serves four out of five Fortune Global 500® companies. Learn how Deloitte’s approximately 300,000 people make an impact that matters at www.deloitte.com.