Global Resilience Survey 2020: Findings Report
Global Resilience Survey 2020: Findings Report
Introduction
2020 has tested the limits and boundaries of organisational resilience like never before. Whilst some organisations have coped well with the impacts of COVID-19, others have struggled to adapt to an environment that requires flexibility, rapid decision making and clarity of communication. With uncertainty set to continue over the coming months and years, organisations have an opportunity to leverage their valuable skills and experiences to enable better strategic decision making and improved operational resilience. Against this backdrop, Control Risks launched the 2020 Global Resilience Survey to better understand how global business is practically implementing resilience programme especially after the onset of
COVID-19 – and how companies are adapting the principles of resilience within their organisations. In total more than 150 global business resilience leaders responded to the survey across all sectors and geographies, to provide insights into how resilience programmes have been implemented and perceived. Surprisingly, the findings were largely in line with the previous results from Control Risks 2016-17 Global Resilience Survey and 2018 report “The Evolution of Organisational Resilience”, but with a few notable exceptions driven by responses to the COVID-19 pandemic. This raised the question of whether companies were keeping pace with the changing threat landscape. But upon reflection, consistency over the
past four years makes sense. Despite COVID-19, the threat landscape hasn’t drastically changed – rather, it has intensified . The pandemic, in particular, has supercharged the scale and volume of cyber attacks we have seen over the last 11 months with targeting patterns mirroring the spread of the virus. While the tactics are not necessarily new, there has been a concerted effort to exploit fear and uncertainty. While we had (perhaps naively) assumed that organisations would have further strengthened their resilience programming and leveraged technology more effectively over the past four years, it is clear that the actions businesses need to take to become more resilient aren’t too revolutionary, but are more important than ever.
Fig.2 Change to business culture and the ability to adapt to that change remain the largest internal threats
What do you consider to be the three to be the most disruptive internal threats to your organisation’s business over the next 5-10 years?
45 %
55 %
34 %
44 %
48 %
37 %
2016
2020
Source: Control Risks
Interestingly, most survey respondents indicated that
Fig.3 Positive business outcomes strongly linked to COVID-19 responses being (partially) led by the Crisis Management function
Fig.1
Cyber threats remain a top concern for organisations
COVID-19 had a positive impact on how businesses deal with resilience . Across the board, Crisis Management (CM), Business Continuity Management (BCM) and Corporate Security received greater visibility and support this year due to their leadership during the COVID-19 response. Although the pandemic negatively impacted 49% of businesses, it also positively impacted 36% of businesses either operationally or financially. The correlation between a mature resilience capability and positive business outcomes is no coincidence – it indicates that companies that allow their resilience teams to lead operationally and strategically in a crisis, alongside senior leadership, reap tangible benefits.
What do you consider to be the three most disruptive external threats to your organisation’s business over the next 5-10 years?
Companies that had CM lead their crisis response...
...had better business outcomes
CM was (partially) responsible for the organisation’s COVID-19 response (scale of 1 to 10)
How has COVID-19 impacted your organisation?
36 %
positively impacted operations and/or finances
7.78
49 %
negatively impacted operations and/or finances
6.72
41 %
55 %
40 %
43 %
47 %
36 %
2016
2020
Source: Control Risks
Source: Control Risks
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03
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