The Economist Intelligence Unit (EIU) published a report on organisational resilience that points to the yawning gap between corporations’ awareness of resilience’s importance and their ability to make it happen. We explain that building resilience begins with getting people on board and building the right culture, not implementing new processes.
It’s December and that means the members of the business press are making bold predictions for the coming year. And when 2016 is over, they’ll look back and cherish their prescient hits more than they’ll bemoan the bad luck of their misses. That’s a cognitive bias we all suffer from. Let them have their fun. And who knows: maybe Bloomberg BusinessWeek will be right and India will pass a goods and services tax (GST) this year, a possibility that everyone doing business in India should prepare for.
Don’t confuse enterprise resilience for enterprise risk management (ERM). They’re both essential approaches to opportunity, risk and change.
What is the nature of power and risk? Do powerful leaders take on more risk when they feel threatened or do they tend to play it safe? Read here for insights to these and other questions.
It’s not even a decade since businesses started amassing cash as a buffer against volatile markets. Now sitting atop piles of surplus corporate cash, corporate treasurers are asking what to do with it to make it perform. But the world today is equally volatile, argues PwC’s Peter Frank, and in this article he suggests some questions to ask first in guiding strategic decisions about cash.
In early September, the US Food and Drug Administration finalised new rules that for the first time will require US food manufacturers to develop and implement detailed plans to prevent foodborne illness. How can they turn this requirement into an opportunity to grow and take advantage of change?
As a result of risk, regulatory and compliance activities, financial institutions possess much of the data they need to strengthen their long-term organisational resilience.
A recommended list of novels that might just make you a more resilient leader from the co-editor of PwC’s Resilience Journal.
When a crisis hits your organisation, how will you find out about it as a board member? Through employees, customers, or maybe virally through social media?
Hopefully though, your organisation has a well-prepared and well-rehearsed crisis plan, in which case you will most likely learn about the facts of the crisis speedily and directly from the organisation’s authorised incident “commander” or spokesperson.
By Dennis Chesley More risk or more opportunity, what do you see in the near future? When we asked 1,322 CEOs this question as part of PwC’s 18th Annual Global CEO Survey this year, the response showed that business leaders are almost evenly split. 59% see greater risk this year...
by Sally Bernstein, Glen Goldbach and Kelvin Harris A tentative deal has been reached in the West Coast ports dispute. While full recovery is anticipated to take many months, container congestion can finally begin easing. Retailers, consumer packaged goods businesses and manufacturers across America can breathe a cautious sigh of...
There were events in 2014 that even the savviest forecasters couldn’t have predicted. If we can’t predict what’s coming, we should just aim to be both vigilant and resilient.
Adaptability, agility, reliability are some of the characteristics of a resilient organisation. Here’s how your treasury and finance teams can help you build them.
COSO has elected PwC to lead the process of reviewing and updating its Enterprise Risk Management Framework.
Social listening means learning how to listen, and what to listen for.
Southeast Asia is on an economic and demographic upswing, outpacing the rest of the world in growth. The upcoming ASEAN common market will only intensify the trend.
Are there lessons to be learned for businesses from the stunning Brazil-Germany 2014 World Cup semi-final match? Yes, and far more than you might imagine.
Big Data offers previously unthinkable opportunities for companies. It also brings serious risks when it comes to your customers’ privacy expectations. Which makes it a perfect case study for strategic resilience — and win-win solutions
Climate change is not just an Earth issue. It’s also a people issue, and an organisational one, says Jeff Senne, PwC’s corporate responsibility strategy leader.
Is growth always a good thing? This seemingly obvious question actually invites us to a deeper, more nuanced consideration of what, in a world of growing large-scale risks, constitutes true prosperity — and perhaps to refocus our strategies on more resilient outcomes. In this article, PwC UK directors Mark Ambler,...