Building a resilient organization
U.S. CEOs face a choice: agility or irrelevance. A majority of the 400 U.S. CEOs we surveyed for this year’s CEO Outlook told us that being too slow can lead to obsolescence, a marked increase from those who thought so last year. What has changed? The answer is clear: The speed of change is only getting faster.
How best to build a resilient company? As CEOs are embarking on aggressive, mostly inorganic growth, they need to bear in mind that resilience means being able to change at the right speed—and in such a way that the company endures. And that means building a resilient company on the foundation of innovation, and not simply doing things faster. It is crucial for resilience to comprehensively encompass all relevant areas of the organization: its technology and its people, equally.
In this year’s CEO Outlook, CEOs and KPMG LLP leaders share their perspectives on the best way to build resilience. It is a process that often takes recalibrating timelines and expectations, understanding the opportunities and potential pitfalls of technologies, and making choices between what to disrupt and what to protect. The wrong choice in any of these areas can lead to irrelevance. We hope that you will find this report useful as you build resilient organizations.
"As CEOs are embarking on aggressive, mostly inorganic growth, they need to bear in mind that resilience means being able to change at the right speed—and in such a way that the company endures.”
Chairman and CEO
KPMG in the U.S.