By Roland Kupers
This quantity is the manufactured from the Resilience motion Initiative, a collaboration between Dow, DuPont, IBM, McKinsey, Shell, Siemens, Swiss Re, Unilever, and Yara designed to discover attainable company contributions to worldwide resilience, particularly on the nexus of water, nutrients, and effort. Aggressively forward-thinking and in step with an enlightened self-interest, the tips thought of the following signify a company standpoint at the wide collaborations required for a extra resilient world.
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Additional resources for Turbulence: A Corporate Perspective on Collaborating for Resilience
2. The dimension on societal stress relates to the social conditions that increase system vulnerability to chronic and acute event stress. Societal stress should not be limited to the social context of the two other stresses, but should consider social dynamics in a broad sense. g. g. high level of urban unemployment that increases the impact of food price fly-up on social order or extreme income inequality). The acute event stress dimension deals with the exposure of the system to sudden stresses that may jeopardise or severely test its dynamics.
Member ownership entails a conservative banking approach with a longer-term perspective and a focus on retail banking. Cooperative banks are characterised by relatively lower risks, lower volatility and more stable returns. ” Source: Adapted from Boonstra (2010) and Van Dijk (1999) Integrative resilience Any enterprise is embedded in a complex natural-social-economic system, which is constituted and influenced by many different factors and stakeholders – such as competitors, the financial markets, the natural environment and the general public.
In short, a resilient company can absorb disruption, acknowledge its interconnectedness and proactively change. Company boards recognise that both the speed with which risk events unfold and their impact on business appears to escalate. e. risks with hard-to-define probability. A company that ignores fat tails underestimates its total risk exposure. On the other hand, the effective anticipation of rare high-impact disruption can lead to a competitive advantage, and thus should be viewed as a business opportunity.