2021全球弹性组织报告.pdf

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1、ContentsLetter from the Deloitte Global CEO 2Introduction 3Attributes of resilience 5Prepared 5Adaptable 8Collaborative 12Trustworthy 14Responsible 17Sidebar:The disruptions of 2020 have shaped CXOs5 perceptions 20of top societal issuesMoving forward 22Endnotes23Methodology 24Acknowledgments 24Resil

2、ience in anage of disruptionLetter from the Deloitte Global CEODISRUPTION CAN CREEP like theoceans rising tide or suddenlyoverwhelm likea storm surge.On rare occasions,as thepast 12 months harshly reminded us,it can do bothat the same time.Few organizations were adequately prepared forthe turmoil th

3、at inundated global markets in 2020.The confluence of a global health pandemic,socialand political unrest,and worsening climate eventsupended the private and public sectors around theworld.Mounting challenges during the yearexpanded the concept of preparedness in waysmany leaders didnt anticipate an

4、d pressured themin ways many couldnt imagine.For this report,Deloitte Global surveyed 2,260private-and public-sector CXOs in 21 countries andspoke to C-suite executives across multiple industriesto examine how leaders and their organizations aregrappling with the“new normal”as they face toughchoices

5、,explore new ways of operating,andconfront fundamental shifts in their strategies.These are important issues because most globalCXOs believe 2020 may not be an outlier.More than six in 10 of those we surveyed said theythink were likely to see either occasional or regulardisruptions of this scale goi

6、ng fbnvard,and threequarters said they believe the climate crisis is ofsimilar or greater magnitude compared to theCOVID-19 pandemic.Ultimately,this is a study of resilience.It confirmsthat organizations that plan and invest in anticipationof disruptionwhether its gradual transformation ora sudden p

7、andemic-are better positioned to adapt,rebound,and endure.It validates tlie notion that anounce of prevention is worth a pound of cure.And itoffers proven lessons for increasing organizations,viability and health during adversity.Punit RenjenDeloitte Global CEOIntroductionWhat do resilient organizat

8、ions look like?Once youve gone through a period of disruption on the scale that wehave in 2020 and seen how you can be more resilient,it really changes you.You see how resilience can make your business more flexible,adaptable,andforward-thinking,and you cant go back to how it was before.Greg Tretiak

9、,executive vice president and CFO,Power Corporation of CanadaIN THE WAKE of a tumultuous 2020,DeloitteGlobaFs fourth annual readiness report exploresthe concept of organizational resilience.We wanted to know how organizations were copingwith the unexpected challenges they faced in thepast year and t

10、ap their opinions about what madetheir organizations more or less able to withstandchaos.From that analysis,we sought to identifywhat traits define resilient organizationstraitsbusiness leaders can emulate to build greaterresilience into their own companies.We identified five attributes of resilient

11、 organizationsthat enable and promote nimble strategies,adaptivecultures,and the implementation and effective use ofadvanced technology。Businesses that can bounceback from unexpected challenges typically are:Prepared.Most successful CXOs plan for alleventualities,both short and long term.More than 8

12、5%of CXOs whose organizationssuccessfully balance addressing short-andlong-term priorities felt they had pivoted veryeffectively to adapt to the events of 2020,whereas fewer than half of organizationswithout that balance felt the same.Adaptable.Leaders recognize the importanceof having versatile emp

13、loyees,especially aftera year like 2020.To that end,flexibility/adaptability was,by far,the workforce traitCXOs said was most critical to theirorganizations5 futures.Collaborative.CXOs indicated the importanceof collaboration within their organizations,noting that it sped decision-making,mitigatedri

14、sk,and led to more innovation.In fact,removing silos and increasing collaboration wasone of the top strategic actions CXOs took beforeand during 2020.Trustworthy.CXOs understand the challengeof building trust.More than a third ofresponding CXOs were not confident theirorganizations had done good job

15、s developingtrust between leaders and employees.Those whoare succeeding are focusing on improvingcommunication and transparency with keystakeholders,as well as leading with empathy.Responsible.Most CXOs acknowledge thatthe business world has a responsibility beyondthe bottom line.Eighty-seven percen

16、t ofsurveyed CXOs who said they have done verywell at balancing all of their stakeholders,needsalso felt that their organizations could quicklyadapt and pivot in response to disruptive events.Thats nearly 50 percentage points more thanthe proportion of CXOs who said the same atorganizations that hav

17、ent done well atbalancing their stakeholders needs.Most resilient organizations fbcus on all of thesetraits to some degree,not just one or two of them.In part,this is because these characteristics oftenoverlap and support one another.For instance,companies that practice stakeholder capitalismalmost

18、surely are focused on trustworthiness andethical behavior.Further,these five attributes arent immutable,nordo they just occur organically.They require desire,effort,investment,and action to cultivate andmaintain.The survey suggests that organizationsthat deliberately build these attributes into thei

19、rmindsets and cultures are better positioned toovercome disruptions and help usher in a“betternormal”post-pandemic.For example,CXOs whosaid their organizations had done very well incultivating resilient cultures were about threetimes more likely than those lacking resilientcultures to say they weath

20、ered the events of2020 well.Perhaps most importantly,the data suggests thatspeed matters.Organizations that made earlyinvestments in resilient strategies during theCOVID-19 crisis-or even better,had already madestrategic,workforce,and technology investmentsin capabilities that enhance resilience-out

21、performed their competition.This findingpoints to a fundamental lesson that the pandemicbrought home:that resilience is as much aboutthinking ahead as it is about doing what it takes torespond and recover from a crisis.Leaders cant be sure their organizations are trulyresilient until theyYe tested b

22、y adversity.The toughest and most important test most haveever taken arrived in 2020 and confirmed for someCXOs that their organizations are more resilientthan they realized.Before 2020,only 24%of CXOsfelt completely ready to lead through potentialdisruptions,and only 21%felt completely confidentthe

23、ir 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 2020have given some CXOs a confidence boost abouttheir organizations5and their ownresilience.Yet,that still leaves 66%of CXOs wh

24、o dont feelcompletely ready to lead and 70%who dont havecomplete confidence in their organizations5 abilityto pivot and adapt to disruptive events.Attributes of resiliencePreparedWhen the pandemic hit,one of the first things we did was pull together across-functional team to build a number of protoc

25、olsthings that we thought wemight need.We didnt actually know we were going to need them until we closedthe offices,at which point we were very relieved wed planned ahead and formultiple scenarios.Hollie Castro,senior vice president of Talent and ESG,YETIIts no secret that effective management in th

26、ebusiness world is predicated on strategy andpreparation.Like a chess grandmaster,a successfulCXO thinks several moves ahead,sets long-termgoals for future plays,and assesses risks andopportunities based on an array of potentialscenarios and the competitive landscape.The organizations that anticipat

27、e and plan aheadfor disruption,challenges,and opportunities willalmost certainly be the most resilient.PREPAREDNESS MEANS ACTINGEARLYThe most successful CXOs plan fbr all eventualities,both short and long term.Our survey found thatmore than 85%of CXOs whose organizationssuccessfully balance addressi

28、ng short-andlong-term priorities felt they had pivoted veryeffectively to adapt to the events of 2020,whereasfewer than half of organizations without thatbalance felt their organizations adapted well.To get a sense of what enabled business resiliencebefore,during,and after 2020s disruptive events,we

29、 asked leaders to tell us what key actions theydalready taken or were planning to take in makingstrategic,workforce,and technologjr investments.These included actions that suggest foresight andpreparation,such as using technology to createnew business models,diversifying supply chainfunctions,and in

30、vesting in remote-workingcapabilities to support workforces and day-to-dayoperations(Figure 1).Across the key actions,we found that pacesettersorganizations that were actively planning investmentsin these processes in 2020 or had already acted priorto 2020WERE better able to weather the events of202

31、0 compared to those that hadnt yet taken action.,FIGURE 1Companies that took key actions before 2020 were more likely to say that theyare weathering the pandemic well or very wellPercentage of CXOs who said their organizations are weathering the events of 2020 well/verywell,as compared to their comp

32、etitors/peers:Pacesetters:Done prior to 2020 Planning to do in the next 1-5 yearsImplement processes that enable the organization to easily redeployworkers to diff erent roles depending on need and/or worker interestsHave training or rotational programs to enable workers to reskillIncrease use of ad

33、vanced technologies to enable our organization tocreate new business models and market opportunitiesDiversify revenue streams(e.g.,create new products1 services)Provide employees with flexible working options to support work/life balanceInvest in new technologies and systems that support remote work

34、ingDiversify our supply chain across multiple vendor&partnersSource:Deloitte Global analysis.A PLAYBOOK FORDISRUPTION AND FOR THEFUTUREWhile few organizations may have thought toprepare for a pandemic,many of the strategicactions listed in Figure i can also helporganizations plan for and navigate ot

35、lier kinds ofdisruptions,such as increased competition andtechnological upheaval from Industry 4.0.Just assports teams design playbooks for each gametailored to their opponents,resilient organizationsshould prepare playbooks that anticipatepotential events.HSBC,for example,had already been well-stee

36、ped inits digital transformation before the pandemic.As HSBC Canada CEO Linda Seymour explained:“Externally,our customers saw no disruption to ourservices during the pandemic because of our digitalinvestments over the years.And from an internalperspective,we invested in processes and technologyin ad

37、vance that allowed us to easily transition 95%ofour office-based staff to home working in 2020.”Sumitomo Coiporation also engaged in digitaltransformation before 2020,a decision that CFO,Masaru Shiomi,said will help fuel growth for thecompany throughout and beyond the pandemic.Scenario planning is k

38、ey to planning ahead:It notonly helps leaders plan for disruption,but alsohelps them anticipate and prepare for whatorganizations will need to survive and thrive in thefuture.For Power Corporation of Canada,regularstress tests compelled them to think about whatthe world might look like in five to se

39、ven years andlonger,informing not only their technology anddigitization efforts,but also their M&A strategyand talent investments.FIGURE 22020s disruptions prompted many organizations to invest in preparednessand resilienceHas your organization implemented the following strategic activities to make

40、it more resilient andprepared for disruptive events?Put a process in place to assess whether cash reserves can withstand unexpected market events Done prior to 2020 Done in 2020 or in progressFocus on building greater transparency and security across our supply chainKemove snos wnnin orgamzauon ana

41、focus on more cross-tunciionarconaDoraiion21%33%Diversify supply chain across multiple vendors and partners17%33%Diversiiy revenue streams17%29%Source:Deloitte Global analysis.Leaders who acted prior to 2020 were in the minorityof those we surveyed,pointing to leaders*frequentstruggle to move beyond

42、 short-term thinking.Yet,weare beginning to see a shift.The events of the pastyear have prompted more companies to act.Forexample,while only around a quarter of the CXOs wesurveyed said that they had put a process in place tostress test their cash reserves before 2020,35%beganto implement tliis proc

43、ess in 2020.Similarly,thenumber of organizations focusing on building greatertransparency and security across their supply chainssignificantly increased in 2020(Figure 2).RECOMMENDATIONSFOR BUSINESSLEADERSAn essential starting point for developing a mindsetand culture of preparedness is to create co

44、mprehensivecrisis response scenarios and playbooks that map outpotential risks,both internal and external.These playbooks should analyze the organizationsbiggest risks and provide standard operatingprocedures to follow if a crisis occurs.While playbooksmay not be able to anticipate every possible sc

45、enario,a comprehensive,regularly updated analysisshould provide enough of a starting point to putCXOs on better footing should the unexpectedoccur.Hosting regular crisis simulations with keydecision-makers across functions and departmentswill also advance an organizations preparedness.In addition,or

46、ganizations can strengthen theirresilience to risk events through actions that,whilenot geared toward preparing fbr any specific crisis,broaden their overall range of available options.Examples of such actions include diversifyingsupply chains and revenue streams,investing inworker reskilling and mo

47、bility,and increasing theuse of technology to enable new business models.AdaptableWe had to adapt quickly.Things we were planning to do over the next fiveyears,we had to advance them in a matter of months.The pandemic,as well asclient expectations,made capabilities like communicating electronically,

48、whichweve been working on for many years,imperatives.Greg Tretiak,executive vice president and CFO,Power Corporation of CanadaAdaptability may be the most obvious of the fiveresilience characteristics,but it also may be themost difficult to achieve.Not every organizationcan easily take big actions q

49、uickly,such as pivotingtoward new revenue streams or swiftly redeployingworkers to more urgent jobs and tasks when theirprimary roles become temporarily unavailable ornot needed.When the pandemic reached its first peak in early2020,the media focused on stories like distilleriesforegoing production o

50、f their regular products toinstead make hand sanitizer,or apparel and automanufacturers shifting their output to masks andventilators.But,these kinds of transitions are rareand while they may have met short-term needs,theywere not necessarily intended to ready organizationsfor the future business la