Leaders must avoid being overwhelmed by immediate issues. We must therefore explore the interconnections and the vulnerabilities they might hide to ensure that efforts in one resilience area are aligned with the goals in the others and accelerate progress towards them.įinally, the long-term view must prevail. These have become deeply interconnected in ways that are not always apparent until crisis strikes. The coordination must extend as well across the resilience areas. The Resilience Consortium emphasizes that resilience building must be accomplished jointly and in a coordinated effort by the public and private sectors. We must manage them as never before if we are to grow and prosper sustainably. All are subject to continual change and disruption. In our earlier paper, Resilience for sustainable, inclusive growth, we defined the strategic resilience areas, including climate, food, supply chains, technology, organization, education, and healthcare. Leading organizations have joined the consortium steering committee, which is supported by the World Economic Forum and McKinsey & Company. The consortium is a catalyst for coordinating public- and private-sector efforts to build and strengthen resilience. Amid severe climate events, a still-smoldering pandemic and a tragic war in Europe, we launched the Resilience Consortium. At the World Economic Forum Annual Meeting in Davos in May 2022, government, business, and nonprofit leaders came together resolutely around this theme. Facing a world of continuous, overlapping disruptions, leaders are recognizing resilience as the imperative condition for securing a sustainable, inclusive future.
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