Make Resilience Your Company’s Strategic Advantage培养企业韧性 确立战略优势

Over the last few years， business leaders have been reminded repeatedly of the interconnectedness and unpredictability of businesses， economies， and societies. Humanitarian disasters have created shockwaves affecting geopolitics， economics， trade， energy， and financial markets. Business reputations， markets， supply chains， and employees have been impacted in unpredicted ways.

过去数年间，商业领袖们反复被提醒，要注意到企业、经济和社会三者是相互联系且难以预测的。一系列人道主义灾难引发的剧烈震荡，对地缘政治、经济、贸易、能源和金融市场造成了影响。商业信誉、市场、供应链及雇员也遭受了意想不到的冲击。

It’s not surprising then that resilience—the ability to thrive under change—has risen to the top of many leaders’ agenda. As we saw with Covid-19， more resilient businesses had better outcomes， and some even emerged as new winners.

因此，企业韧性，即企业面临变局仍能蓬勃发展的能力，成为许多商界领袖眼中的头等大事，也就不足为奇了。正如我们在新冠疫情期间所目睹的，越是有韧性的企业，经营业绩越亮眼，有些甚至一跃成为市场新赢家。

Yet， history tells us that companies often lose interest in resilience as crises fade. Few companies have systematic-ally codified lessons learned and baked resilience into their organizations.

可惜，历史经验告诉我们，一旦危机消退，企业对韧性的关注往往也随之减少。只有极少数企业系统地整理了经验教训，将韧性融入企业发展。

This is because too many organizations hold a narrow view of resilience as mainly ensuring short-term， operational continuity during crises. True resilience is more expansive： It’s a company’s cap-acity to absorb stress， recover critical functionality， and thrive in new circumstances. Resilience is not merely an operational consideration—it’s a potential strategic advantage that enables companies to capitalize on opportunities when competitors are least prepared.

这一现象的根源在于，有太多企业对韧性持有狭隘的看法，认为培养韧性无非是为了确保危机中的短期稳定经营。真正的韧性，内涵更为宽泛：它是企业化解压力、重振关键职能、在新形势下蓬勃发展的能力。韧性不仅是经营层面的考量，也是潜在的战略优势，能让企业在竞争对手尚无准备之际乘机获利。

In order to build truly resilient organ-izations， leaders first must understand five myths that may be holding them back.

想要建立真正有韧性的企业，领导者务必先了解五个可能阻碍他们成功的认知误区。

Myth #1： Resilience is mainly a supply chain issue.

误区1：韧性主要作用于供应链。

Reality： Resilience is essential in all key organizational functions.

实际：韧性对所有关键组织职能都至关重要。

Disrupted supply chains and shipment delays are conspicuous and immediate， but a sole focus on acute crisis management skews the narrative. When resilience is baked into all key functions， companies can restore functionality and performance much more rapidly and effectively.

供应链中断和货运延迟的确是一望而知的燃眉之急，可只把精力放在急性危机管理上，未免对韧性有些曲解。若能使韧性融入所有关键职能，企业便可更快、更有效地恢复业务和业绩。

Myth #2： Resilience is synonymous with risk mitigation.

误区2：韧性无非是缓解风险。

Reality： Resilience is as much about enabling of upside as protecting against downside risks.

实际：韧性能抵御下行风险，又能激发上升势头。

Resilience reduces the immediate impact of crises by enabling companies to anticipate， prepare for， and cushion against shocks. However， resilience also enables companies to respond to crisis in opportunistic ways， thrive in new circumstances， and shape the competitive environment to their advantage.

韧性赋予企业预测冲击、未雨绸缪和缓冲震荡的能力，从而降低危机的直接影响。不仅如此，韧性还让企业在应对危机时能做到随机应变，在新形势下蓬勃发展，引导竞争环境朝对自己有利的方向发展。

Myth #3： Resilience is mainly an operational consideration.

误区3：韧性主要是经营层面的考量。

Reality： Resilience is strategic.

实际：韧性具有战略性。

Many leaders today undervalue resilience， believing it to be only valuable in a limited and non-recurring set of circumstances. Resilience provides value not only during but also long after a crisis has receded. It can create competitive advantage in several ways， such as：

如今，不少企业领导都低估了韧性的价值，觉得它能发挥作用的情况有限，只是一锤子买卖。其实，韧性的价值不仅体现在危机之中，危机消退后许久，它仍能发挥作用。韧性可通过多种途径创造竞争优势，比如：

· Differentiating service through greater reliability

· 以更高的可靠性实现服务的差异化；

· Capitalizing on transient opportun-ities， such as favorable talent and acquisition markets

· 把握转瞬即逝的时机，如有利的人才市场和收购行情；

· Gaining market share with new offerings fitting new circumstances

· 推出适应市场新形势的新产品，扩大市场份额。

Myth #4： Resilience is a cost to the business.

误区4：培养韧性属于企业成本。

Reality： Resilience is a driver of value.

实际：韧性是价值驱动力。

Resilience provides substantial future benefit if invested preemptively. Building the required operational redundancy， modularity， diversity， and adaptive cap-ability requires embracing a tradeoff against near-term efficiency. Challenges in measuring the long-term value of resili-ence with traditional metrics lead many leaders to make myopic decisions that effectively over-value short-run efficiency.

先人一步为培养韧性投资，未来收益会相当可观。为构建必需的经营存冗量、模块性、多样性和适应性，难免要牺牲短期效率。许多企业领导使用传统指标难以评估出韧性的长期价值，导致他们作出短视决策，而这些决策恰恰高估了短期效率的价值。

Myth #5： Crises are too infrequent and unique to warrant investment in resilience.

误区5：危机百年难得一遇，投资韧性并非刚需。

Reality： Companies need resilience to navigate an increasingly volatile world.

实际：国际形势日益动荡，企业需要以韧性应对。

Resilience can enable companies to prepare for and respond better to future shocks， whether those be pandemics， geopolitical conflicts， effects of climate change， cybersecurity threats， industry-specific disruptions， or other unpredicted challenges.