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Business Resilience

In the face of a crisis or economic slowdown, resilient organizations ride out uncertainty instead of being overpowered by it.
Article

Coronavirus: 15 emerging themes for boards and executive teams

– Board directors and executives can pool their wisdom to help companies grapple with the challenge of a lifetime.
Article

Meeting the future: Dynamic risk management for uncertain times
– The world is changing in fundamental ways, leading to dramatic shifts in the landscape of risks faced by businesses.
Article

Strengthening institutional risk and integrity culture
– Many of the costliest risk and integrity failures have cultural weaknesses at their core. Here is how leading institutions are... strengthening their culture and sustaining the change.
Article

When nothing is normal: Managing in extreme uncertainty
– In this uniquely severe global crisis, leaders need new operating models to respond quickly to the rapidly shifting environment... and sustain their organizations through the trials ahead.
Article

The emerging resilients: Achieving ‘escape velocity’
– The experience of the fast movers out of the last recession teaches leaders emerging from this one to take thoughtful actions... to balance growth, margins, and optionality.
Article - McKinsey Global Institute

COVID-19 and climate change expose dangers of unstable supply chains
– With the world undergoing its second “once in a generation” disruption in 12 years, a reappraisal of supply chains is in order.
Article

Derisking AI by design: How to build risk management into AI development
– The compliance and reputational risks of artificial intelligence pose a challenge to traditional risk-management functions. Derisking... by design can help.
Report - McKinsey Global Institute

Risk, resilience, and rebalancing in global value chains
– Companies need an understanding of their exposure, vulnerabilities, and potential losses to inform resilience strategies.
Article - McKinsey Quarterly

Bubbles pop, downturns stop
– Economic downturns are impossible to predict and sure as sunrise. Build resilience now, because when the sun comes up, you’d better... be moving.

Related Collection

Coronavirus: Leading Through the Crisis

Insights on how organizations can respond, and what happens next.

Featured Video

Video

Staying resilient during an economic downturn

While the last downturn was severe, a group of companies we've called "resilients" flourished. How did they do it?

Featured Podcasts

Podcast

COVID-19 and supply-chain recovery: Planning for the future
– Rarely have supply-chain leaders faced more complex, changing conditions than they have during the COVID-19 pandemic. Here’s... how companies can manage through the crisis and build resilience against future shocks.
Podcast

COVID-19: Strategies for getting ahead of the pandemic crisis
– Even as organizations focus on the immediate business shocks, they need to plan for the postcrisis world. Here is how to respond... to a disruption for which there are no playbooks.
Podcast - McKinsey Quarterly

Preparing for and managing through a downturn
– As talk of an impending economic downturn takes hold in the business world, executives can take thoughtful steps to help their... companies better weather the storm.

Industry perspectives

Article

How retailers can build resilience ahead of a recession
– Recent history shows how retailers can prepare for a downturn to create competitive advantage.
Article

Resilience in transport and logistics
– The transportation-and-logistics sector is especially susceptible to economic shocks. Here’s how to prepare your operations... for a smoother ride.
Article

Down but not out: How automakers can create value in an uncertain future
– After delivering record profits in 2017, global automakers have faced several challenges over the past 12 months. Can the industry... find a sustainable path to value creation in this disruptive environment?
Interactive

Beating the cycle: Building resilience in chemicals
– Economic downturns take their toll—and chemical companies are no exception. Our research finds companies that increased resilience... in the last downturn made bold moves.
Article

Resilience in TMT: Winning in downturns
– Economic downturns hold substantial opportunities for companies in the technology, media, and telecommunications (TMT) sector.... By starting now to build an action plan and execute no-regret moves, companies can put themselves on a path to emerge resilient through the next slowdown.
Article

Recession and resilience: Preparing healthcare leaders for the next economic downturn
– Economic ebbs and flows are called “cycles” for a reason. The challenge for healthcare leaders is not whether the... next downturn will occur—it’s whether you’re ready for it.

Related Insights

Article

The secret to unlocking hidden value in the balance sheet
– For many companies, managing financial resources is a challenge. But combining analytics with a holistic approach to balance sheet management can help capture the opportunity and improve performance.
Video

A primer in resilience: A conversation with Kevin Carmody
– Having a resilience plan in place can set a company apart from its competitors while simultaneously improving cash flow and strengthening the balance sheet.
Article

A primer in resilience: Maximizing value beyond earnings
– Empowering the finance organization to take decisive action to strengthen the balance sheet is critical to achieving organizational resilience.
Article

Value and resilience through better risk management
– In a risk environment that is growing more perilous and costly, boards need to help steer their companies toward resilience and value by embedding strategic risk capabilities throughout the organization.
Report

Building board-management dynamics to withstand a crisis: Addressing the fault lines
– Crises can strain relationships at the top of organizations to the breaking point. Improving the dynamics between board members and senior executives can make recovery from crisis more successful.
Article - McKinsey Quarterly

Are you prepared for a corporate crisis?
– No one can predict when disaster will strike—but knowing what to expect if it does will buy precious time.