7 RESILIENCE LEVERS
Business Model &
Workforce Transformation
Efficiency and effectiveness:
Driving change across the business cycle
7 RESILIENCE LEVERS
Operational &
Financial Resilience
Creative destruction:
Building resilience from the balance sheet up
7 RESILIENCE LEVERS
Digital Trust
& Ecosystems
A new world of threats:
Managing cybersecurity risk in changing times
7 RESILIENCE LEVERS
Escalation Planning
& Response
The Anatomy of a Crisis:
The right approach to crisis preparedness is a holistic one
7 RESILIENCE LEVERS
Remediation &
Dispute Resolution
Investigations and disputes in a post-COVID world:
When will the storm hit?
7 RESILIENCE LEVERS
Government &
Stakeholder Relations
Strength in leadership:
The new rules of stakeholder engagement
7 RESILIENCE LEVERS
Economic Impact
& Sustainability
Resilience and Sustainability:
Two sides of the same coin?
7 RESILIENCE LEVERS
Real-Time Data
Analytics
Data is the lifeblood of resilient businesses

Evidence-based advocacy and
strong leadership can enable a
positive response to mounting
stakeholder scrutiny in the wake
of the pandemic.

Even before the pandemic, organisations faced intensifying scrutiny. FTI’s 2020 Resilience BarometerTM shows that global executives already believed that customers, governments, regulators and investors are the stakeholders with the most impact on their businesses’ performance and strategic direction.

of business leaders surveyed were not involved in the legal processes at their organisation (compared to just 28% for operations and 29% for strategy)

More than

1 in 5

companies have experienced a leak of internal sensitive communications in the last 12 months

Only
35%

of companies are proactively mitigating the risks of political disruptions or abrupt policy changes

The pandemic has accelerated this trend, with government scrutiny particularly likely to increase. In a heavily politicised environment, any form of state investment in the private sector, from relief funding to equity holdings, comes with high expectations, strict conditions, and risks. So do other forms of support, such as temporary relaxation of competition and anti-trust rules, in a context of increased trade tensions.

These businesses also face the “court of public opinion”. Active engagement by employees and the broader public is generally on the rise: FTI’s Anatomy of a Crisis IV found 62% of workers calling for the media to scrutinize business more closely if a second COVID-19 spike occurs.

As stakeholders, governments and civil society will expect companies to demonstrate strong governance and contribute meaningfully and effectively to environmental or societal goals in return, illustrating the growing importance of ESG performance.

DATA-DRIVEN COMMUNICATION ENABLES A CONSTRUCTIVE RESPONSE TO SCRUTINY.

Facing pressure from all sides, companies must reinforce their business and advocacy strategies by basing all decisions on hard evidence. Advanced data, intelligence gathering, and analysis should be used to gauge positioning, assess stakeholder sentiment, and measure the impact of engagement. Such assessments must be undertaken holistically with respect to jurisdictions and geographies, ensuring strategies remain effective across borders.

Senior management communication is also pivotal – in particular, an authentic, constructive dialogue between CEOs and stakeholders to affirm the business’s role and purpose. These discussions promote financial strength in addition to goodwill: vocal CEOs have generated US$260bn additional shareholder value since the start of the pandemic.

A resilient business must engage proactively with complex stakeholder networks, transforming external scrutiny into a source of strength.

0%
of business leaders believe that companies should be run in the interest of all stakeholders, not just shareholders
0%
of business leaders surveyed expect to see an increase in regulations in the next 12 months (compared to 76% in 2019)
0%
of large companies have been investigated for market dominance in the last 12 months
PROTECT
Businesses face increasing scrutiny and demands from government and civil society, alongside other pressures such as shareholder activism. Proactive, consistent engagement and informed decision-making ensure effective responses and protect freedom to operate.
ADAPT
Increased scrutiny presents opportunities to build resilience. Private sector engagement can help steer society and the economy towards recovery from COVID-19. Businesses must demonstrate value and purpose while navigating changing regulatory landscapes across multiple geographies.
COMPETE
To grow their impact, businesses must build evidence-based advocacy and communications strategies supported by strong internal reporting systems. Innovative, consistent, and substantive engagement encompassing all stakeholder groups across jurisdictions is essential.

Perspectives

The CEO Brand and Its Impact On Business

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Activism Vulnerability Report

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Covid19 and the impact on PA and future of Advocacy October 2020

READ MORE
Alex Deane
UK Head, Public Affairs
Julia Harrison
Global Head, Public Affairs
Simon Lewis
Vice Chairman, EMEA

EXPERTS WITH IMPACT

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