重新定義企業(yè)韌性：從準備到重塑+Resilience+Redefined+From+readiness+to+reinvention

ResilienceRedefined

Fromreadinesstoreinvention

2

Authors

MuqsitAshraf

GroupChiefExecutive

AccentureStrategy

MiguelG.Torreira

ManagingDirector

AccentureStrategy

LadanDavarzani

SeniorPrincipal

AccentureResearch

TomásCastagnino

ManagingDirector

AccentureResearch

RachelBarton

SeniorManagingDirector

AccentureStrategy

>ResilienceRedefined:Fromreadinesstoreinvention

3

Contents

Introduction

P04

Fracturedresilience:

Gapwidening,leaderssurging.

P08

Misalignedresilience:

Apatchwork,notasystem

P10

Stagnatingresilience:

Anewbaselineemerges

P20

Abouttheresearch

P31

Adaptiveresilienceforanewera

Theresilienceparadoxismorethanawarningsign.It’saturningpoint.

P24

>ResilienceRedefined:Fromreadinesstoreinvention

Introduction

Thefoundationsofglobaltradearebeingredrawnbyaneweraofbarriers,tariffs

andsystemicvolatility.

Overthepastfiveyears,

companieshaveendured

acascadeofdisruptions—

frompandemicsandwarto

supplychainbreakdownsandeconomicdislocation.

Whatonceappearedasisolatedcrisesnowforma

continuousbackdrop.Fragmentationisaccelerating,geopoliticalriskremainselevatedandpoliciesshiftwithlittlewarning.Uncertaintyitselfisbecoming

moreuncertainandvolatilityisnolongerepisodic—it’sstructural.

Inthiscontext,resilienceisnolongeroptional

butiscriticalforsustainable,long-termprofitablegrowth.Leadershaverespondeddecisively.Fromcybersecuritytodatainfrastructure,boardroomshavedoubleddownonrisk-readiness.

Buttoday,trueresiliencedemandsmorethantraditional

riskmanagement.Wedefineresilienceasacompany’s

abilitytowithstandandadapttouncertaintyandvolatility,

andtoemergestrongerbybuildingthecapabilitiesneededforlong-term,profitablegrowth.

Atfirstglance,theseeffortsappeartobepayingoff.

OurAccentureResilienceIndexshowsresiliencescoresreboundingtopost-pandemichighs(seeFigure1).

4

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

5

Introduction

Figure1:Strongonthesurface:Resilienceisbackatpeaklevels

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

AccentureResilienceIndex

2024Q4

Presentresilience

2021Q3

Post-pandemicresilience

Pre-pandemicworld

Pandemic

downturn

Pandemic

recovery

WarinUkrainedownturn

Sloweconomicrecovery

2018201920202021202220232024

resilience

era

Source:AccentureResearch.

ResilienceRedefined:Fromreadinesstoreinvention

TheAccenture

ResilienceIndex

Aproprietaryglobalbenchmarkframework

thatevaluatescompanies’performanceand

uncoversthelinkbetweenthestrengthoftheircapabilitiesandtheirabilitytogrowprofitably.Theindex,whichspansmorethan1,600

companiesfromaroundtheworld,captures

acompany’spercentilepositionwithinits

industrypeerset.Thesepositionsareevaluatedbasedonseveralcapabilitiesincludingfinancialandbusinessstrength—whichincludes

strengthsassociatedwithcommercial,people,operational,sustainability(environmental,

socialandgovernance)—andtechnology

strength.Acompany’soverallResilienceIndexscoreistheaverageofitsfinancial,business

andtechnologystrength.Formoreonthisresearchsee

HowtoGrowYourReturnon

BusinessResilience|Accenture.

Butthesegainsmaskadeepervulnerability.The

verycapabilitiesthatenableorganizationstoadaptandperformunderpressurearequietlyeroding.

Aparadoxisemerging.Whilecompaniesappearmoreresilientonthesurface,manyarebecomingfractured,misalignedandstagnantbeneathit.

First,resilienceisfracturing.Thedividebetween

strongandweakorganizationsiswidening,with

thelatterfallingfurtherbehind.OntheResilience

Index,theperformancegaphasexpandedby17

percentagepoints.Second,resilienceisbecomingmisaligned.Manycompaniesareinvestingincertaincapabilitieswhileneglectingothers,creating

dangerousexposureswhereitmattersmost.Top

performers,forexample,haveboostedtechnologyresilienceby3%butcutinvestmentinpeople

resilienceby7%comparedtopre-pandemiclevels.Third,resilienceisstagnating.

Astheverymeaningofresilienceevolves,toomany

companiesremainanchoredtooutdatedplaybooks.

Thecapabilitiesthatnowdefineresilience—agenticAI,AI-workforceintegrationandoperational

optionality—werebarelyontheradarfiveyearsago.

Ourresearchquantifieswhatmanyleadersintuitively

understand:Resiliencedeliversitsgreatestvalueintimesofdisruption.Trulyresilientorganizationsconsistentlyoutperformtheirpeersduringhigh-

stressperiods,deliveringsuperiorReturnon

Resilience(RoRes)—furtherpositioningthemfor

reinvention.Wedefineacompany’sRoResasits

expectedrevenuegrowthandprofitmarginthreeyearsintothefutureandrelativetotherevenue

growthandprofitmarginsofthemediancompanyinitsindustry.Highlyresilientcompaniesgrow

revenues6percentagepointsfasterthantheirlowresilientpeersandhaveprofitmarginsthatare8

percentagepointshigher.

6

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

7

Introduction

FracturedMisalignedStagnatingAdaptiveresilience

resilienceresilienceresilienceforanewera

Inourlatestsimulations,wetestedhowcompaniesrespondtosevereshocks.Theresultswereclear.

Sixtypercentoftopquartileperformersonthe

ResilienceIndexachievedprofitgains,compared

tojust21%inthebottomquartileafterasevere

shock.Thesevulnerabilitiesaredeepeningasrisksincreasinglycollide—fromtariffsandsupplychainshocks,toregulatoryshifts,cyberthreatsand

extremeweatherevents—oftencompoundingtheirimpact.Inthisclimate,thesheerscaleandvolatilityofdisruptionaren’tjustchallengingoperations—

they’reredrawingthecompetitivelandscape.

Theconclusionisclear.Resiliencemustbe

reinvented.Mostcompaniestreatresiliencelikea

mattress,usingittopassivelysoftenthelandingandminimizediscomfort.Inreality,resilienceismore

likeatrampoline—adynamicplatformthatdoesn’tjustabsorbimpactbutusesittogenerateupwardmomentum.Insteadofsimplyprotectingvalue,itcreatesit.

Thefuturebelongstocompaniesthatembrace

adaptiveresilience,usingvolatilityasacatalystforreinventiontounlockcompetitivenessandreshapehoworganizationsnavigatestrategy,decision-

makingandinvestment.Thosecompaniesthat

outperformduringtimesofvolatilitydosonotjustbecauseofwhatthey’veinvestedin,butbecauseofhowtheyapproachresilience—notasastatic

safeguard,butasadynamic,evolvingcapability.

>ResilienceRedefined:Fromreadinesstoreinvention

8

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

Fracturedresilience:

Gapwidening,leaderssurging

Ourresearchhasfoundthatless

than15%ofcompaniesconsistentlyachievelong-termprofitable

growth,withonekeytraitsettingthemapart—theirabilitytothriveintimesofdisruption.

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

>ResilienceRedefined:Fromreadinesstoreinvention

9

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

Figure2:High-performingcompaniesstaystrongthroughdisruptionsandemergeahead

High-performingcompanies(thosethatachievelong-termprofitablegrowth)consistentlyscore

higherontheAccentureResilienceIndex(see

AccentureResilienceIndex

Averagecompanypercentilepositionofgrouprelativetoindustryhistoricalmedian

AbouttheResearch:AccentureResilienceIndex).Today,thegapbetweenhighperformersand

Top10%

Long-termprofitablegrowth

companies

Historicalmedian

lowperformersiswideningfurther(seeFigure2),suggestingthatreturnsonresilienceare

compoundingovertime.

Meanwhile,manyweakercompaniesremain

44pp52pp54pp56pp61pp

anchoredinoutdatedoperationalmodels,

strugglingtoadaptinanincreasinglyvolatile

Bottom10%Low-growth/profitabilitycompanies

environment.Asaresult,theyareseeingawideninggapinbothprofitabilityandmarketshare,unabletomatchtheadaptabilityandstrengthoftheirmore

Pre-pandemicworld

Pandemicdownturn

Pandemicrecovery

WarinUkrainedownturn

Sloweconomicrecovery

resilientpeers.

2018

2019

2021

2022

2023

2024

2020

resilience

era

Source:AccentureResearch.

10

Introduction

Misalignedresilience:

Apatchwork,notasystem

Overthepastseveralyears,we’ve

beentrackinghoworganizationsare

respondingtosustaineddisruption

throughtheAccentureResilienceIndex.Sincethepandemic,resiliencehas

beentestedrepeatedly—whiletheglobaleconomiclandscapehasonlygrownmorevolatile.

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

ResilienceRedefined:Fromreadinesstoreinvention

>ResilienceRedefined:Fromreadinesstoreinvention

Onthesurface,thepicturelookspromising.

Technologyandsustainabilityresilienceinitiativesareinmotion,andfinancialresiliencehasstabilized,albeitlightlybelowpre-pandemiclevels(seeFigure3).But

beneaththissurfaceprogressliesatroublingreality—apatchworkofisolatedimprovements,ratherthana

cohesivesystemofresilience.Only4%ofcompanies

thathaveimprovedtheirresilienceintherecent

recoveryareadvancingacrossalldimensions—clear

evidencethatresilienceisbecomingmorefragmentedthaninpastrecoveries.

Resiliencebuiltinsilosisfragile.Strengtheningonepartoftheorganizationwhileleavingothersexposedcreatesonlytheillusionofpreparedness.True

resiliencedemandsacoordinated,enterprise-wideapproach—theabilitytostretch,pivotandadapt

underpressure—asaunifiedsystem.

Figure3:Misalignedmomentum:Selectivestrengths,hiddenvulnerabilities

ChangesintheAccentureResilienceIndexbycapability

2024Q4vs.pre-pandemicaverage(2017Q4-2019Q4)

Capabilitiesabove

pre-pandemiclevels

Capabilitiesbelow

pre-pandemiclevels

PeopleOperationalCommercialFinancialTechnologySustainabilityTotalindex

Note:Thescalehasbeenadjustedforaccessibility.

Source:AccentureResearch.

11

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

Inourrelatedresearch,Navigatingthenewtariff

landscapeanditseconomicimpact,weidentify

fourcorecapabilitiesthatmostdirectlydrive

enterpriseresilienceduringdisruption:technology,commercial,peopleandoperations.Today,the

greatestvulnerabilitiesareemerginginpeopleandoperationalresilience,whicharethefoundationallayersofadaptabilityandexecution(seeFigure4).

Figure4:Thegreatvulnerabilitybuildup

AccentureResilienceIndex:Contributionbycorecapability

Changestothe

ResilienceIndexscore

CommercialresilienceTechnologyresilience

Peopleresilience

Operationalresilience

2020Q1-2020Q4

Pandemicdownturn

2021Q1-2021Q3

Pandemicrecovery

2021Q4-2023Q2

WarinUkrainedownturn

2023Q3-2024Q4

Sloweconomicrecovery

Source:AccentureResearch.

12

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

Sincethepandemic,technology

resiliencehasbecomeatopstrategicpriorityforbusinessleaders.With

rapidadvancesinnewtechnologies,

growingeconomicuncertaintyand

risinggeopoliticalrisks,companies

aresteadilyincreasingtheir

technologyinvestments(seeFigure5).

InourResilienceIndex,stronger

performanceinthisareaisdrivenbyagreaterfocusonacceleratedAIanddatacapabilitiesandcybersecurity.

OurlatestCEOsurveyconfirmsthatmomentum.Eightyfivepercentof

CEOsplantoincreaseinvestments

ingenAIin2025comparedto2024,reflectingtheurgencytokeeppacewithinnovation.

Technologyresilience:

Buildingthebaseforreinvention

Figure5:Technologyresiliencebecomesnon-negotiable

AccentureResilienceIndex–Technology

Next-generationAIisalsomovingfast.Agenticarchitecture,

networksofAIagentsthatgo

beyondautomatingroutinetasks

toorchestratingentirebusiness

workflows,isgainingmomentum.

Threetimesasmanyorganizations

expecttoinvestinthesecapabilitiesin2025thanin2024,markingaclearshifttowardusingadvancedAIfor

long-termcompetitiveadvantage.

1

Technologyinvestmentisessentialtofuture-proofoperationsto

includeaddressingincreasing

techsovereigntyrisks,butit’sonlythefirststeptowardthebroader

reinventionthatnext-generationresiliencedemands.

Presentresilience

Pre-pandemicresilience

2018201920202021202220232024

Source:AccentureResearch.

13

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

14

Introduction

Commercialresilience:

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

Figure6:Commercialresilienceholds

Balancingcostpressureandpricingpower

AccentureResilienceIndex–Commercial

Thisdimensionreflectsreal-timeeconomicrealities.Ratedasneutralfornow(seeFigure6),commercialresilienceisunderimmediate

Pre-pandemic

resilience

Presentresilience

pressureascompaniesfacerisingtariffs,increasinginputcostsandfluctuatingdemand.Organizationsarebeingforcedtomakequick,strategicdecisionsaboutwhichcoststoabsorbandwhichtopasson.Gettingthatbalancewrongcandirectlyimpactbothprofitabilityandcustomerloyalty.

2018201920202021202220232024

resilience

era

Source:AccentureResearch.

>ResilienceRedefined:Fromreadinesstoreinvention

15

Introduction

Peopleresilience:

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

Undervaluedandundercut

IntheracetoadoptgenAIand

agentictechnologies,many

organizationsareprioritizing

technologyinvestmentswithouta

parallelfocusonpeople—astrategythatleavesthemexposed.Withoutemployeestointerpret,applyand

scalethesetools,organizationsriskautomatingthepastratherthan

inventingthefuture.

OurMakingreinventionrealwithgenAIresearchrevealsastarkimbalance.Organizationsareallocatingthree

timesmoreoftheirgenAIbudgetstotechnologythantopeople.Theconsequenceisclear—people

resilienceiseroding.

Thisimbalanceisparticularly

dangerousunderpressure.Butitalsooffersaclearadvantagetothose

whoact.Organizationsthatinvestin

bothpeopleandtechnologycreatearesilientlayerofhumanjudgmentandinsightthatkeepsessentialfunctionsrunningsmoothlyunderpressure.

Thiscombinationdoesn’tjustprotectperformance.Itamplifiesit.Our

researchshowsthatcompaniesthat

resilience

era

strengthenbothtalentandtechnologyarefourtimesmorelikelytoachieve

long-termprofitablegrowth.

>ResilienceRedefined:Fromreadinesstoreinvention

>ResilienceRedefined:Fromreadinesstoreinvention

Althoughthereareearlysignsof

recovery,peopleresilienceremainswellbelowpre-pandemiclevels(seeFigure7).Companieshavemade

stridesinbuildingnewskills,buttheaftershocksoftheGreatResignation

2

linger,withorganizationsfacing

ongoingchallengesinattracting

talentandmanaginghighturnover.

Still,disruptionbreedsopportunity.Ourresearchshowsthatcompaniesreframingproductivityasagrowthengineandnotacostcenterare

seeingrealgains.Thesecompanies

Figure7:Peopleresiliencehasdroppedsharplysincethepre-pandemicperiod

aregrowingtheirrevenuefaster

thantheirspend,sevenpercentperemployeeannually,whileonlyseeinga6%riseinemployeecosts.

Atthesametime,buildingtrue

resilienceincreasinglydependson

deepeningskillsthroughreskilling,

upskillingandbuildingtechnology

fluencyacrosstheworkforce.To

fullycapturethesegains,companiesmustalsoreimaginetheiroperating

models,blendinghumanandmachinestrengthstoredesignworkflows,

decision-makingandwaysofworkingforanewera.

AccentureResilienceIndex–People

Pre-pandemic

resilience

Presentresilience

2018201920202021202220232024

Source:AccentureResearch.

16

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

Operationalresilience:

Acriticalblindspot

Inaglobaleconomyrattledbytariff

shocksandtradefragmentation,

operationalresiliencehasneverbeenmorevitalormorevulnerable.Our

ResilienceIndexshowsasustained

declineinthiscapabilitysincebeforethepandemic(seeFigure8).Ongoingchallenges—thewarinUkraine,

persistentsupplychaindisruptionsandrisinggeopoliticalcomplexity—haveonlyintensifiedthepressure.

Figure8:Operationalresilienceondownwardtrend

AccentureResilienceIndex–Operational

Formanycompanies,theweaknessisstructural.Globalfootprintsmayappeardiversified,buttheyoften

lacktrueoptionality—thereal-

timeflexibilitytoshift,rerouteor

reconfigureoperationsinresponsetosuddenchanges.Thisisthenewbenchmarkforoperationalresilienceandonethatmanyorganizationsarestrugglingtomeet.

Pre-pandemic

resilience

Presentresilience

2018201920202021202220232024

Source:AccentureResearch.

17

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

18

Introduction

%

ofcompaniesinthebottom

quartileofoperationalresilience.

Churnisthenewconstant

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

ledinthisareabeforethepandemichavemaintainedtheirposition(seeFigure9).Therestwereovertakenbyorganizationsthatactivelytackledemployee

turnoverandrampedupemployeetraining.Butthisshiftisn’tjustaboutattritionortrainingbudgets;it

signalsadeeperfailure.Manyorganizationshave

notreimaginedtheirworkforcestrategiesforaworlddefinedbycontinuousdisruption.

Toomanycompaniesarestillrelyingonlegacy

approachestotalent,standardlearningand

developmentprograms,staticjobmodelsand

outdatedassumptionsaboutskills.Resilience

nowdemandsevenmore.Itrequirespreparing

workerstooperatealongsideAIagents,masteringemergingtechnologiesandadaptingcontinuouslytotechnology-drivenwaysofworking.

Operationalresiliencetellsadifferentbutequally

concerningstory.Churnislownotfromstrengthbutfromstagnation.Ninety-onepercentofcompanies

inthebottomquartilebeforethepandemicremaintheretoday.Ratherthanevolving,manyarestill

anchoredtoglobaloperatingmodelsdesigned

forcostefficiency,notadaptability.Thisinertia—despiterisinggeopoliticalrisk,tariffsandregionalfragmentation—signalsthatoperationalstrategieshavenotkeptpacewithamorevolatileworld.

Oneoftheclearestindicatorsofmisalignment

betweenexternaldisruptionandcompanies’

insufficientresponses,particularlyintalentand

operationalresilience,isperformancechurn—theextenttowhichcompaniesriseorfallrelativeto

peersafteracrisis.Thehigherthechurn,themoredisruptionisreshapingthecompetitivelandscape.

FollowingboththeCOVID-19pandemicandthe

resilience

era

energyshocksof2024,ourResilienceIndexrecordedsharpincreasesinchurn.Resilientcompaniessurgedahead,whileotherswereleftbehind.

Intalent,thechurnisdramatic.Beforethepandemic,thetop-performingquartileinpeopleresiliencewasrelativelystable.Today,only38%ofcompaniesthat

>ResilienceRedefined:Fromreadinesstoreinvention

19

Introduction

Figure9:Churningfastandslow

FracturedMisaligned

resilienceresilience

Thechurndataunderscoresthelimitsofhistorical

Peopleresilience

Only38%ofPeopleresilienceleadersfrombeforethepandemicarestillontop.

Operationalresilience

The91%ofOperationalresiliencelaggardsfrombeforethepandemicarestillatthebottom.

performanceasareliablepredictoroffuture

strength.Companiesthatthrivedinstableconditionsmaylackthestructuralflexibilitytoholdtheirgroundinvolatileones.Thisisespeciallyevidentincapital-

Pre-pandemicresilience

Present

resilience

Present

resilience

Pre-pandemicresilience

38%

90%

Top

25%

Top

25%

intensive,globallycomplexsectorslikeautomotive,hightechandmanufacturing,whererigidstructureshavebecomeliabilitiesandtheabilitytoadapt

quicklyisnowadefiningcompetitiveadvantage.

StagnatingAdaptiveresilience

resilienceforanewera

28%

80%

34%

Bottom

25%

Bottom

25%

45%

82%

91%

Source:AccentureResearch.

>ResilienceRedefined:Fromreadinesstoreinvention

Stagnatingresilience:

Anewbaselineemerges

Thedefinitionofresilienceisevolving

rapidlyacrossthreeofthefourcore

capabilitiesthatmostdirectlydrive

enterpriseresilienceduringdisruption—asnewrealitiesreshapewhatittakes

tostaycompetitive.

20

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

ResilienceRedefined:Fromreadinesstoreinvention

Intechnology,resiliencenowdemandsfarmore

thansimplymaintainingrobustITsystems.ItrequiresthedeepintegrationofgenAIcapabilitiesinto

corebusinessprocesses,theadoptionofagenticarchitecturesthatenableautonomousdecision-

makingandashiftfromreactivedigitalupgradestoproactivedigitaltransformation.Whatwasa

nice-to-havecapabilityjustayearagohasbecomeacriticalsourceofstrategicadvantage—withthe

speed,scalabilityandintelligenceoftechnologyecosystemsincreasinglydeterminingwhothrivesunderpressure.

Onthepeoplefront,resilienceisnolongerdefinedbyhumanadaptabilityalone.ItisrapidlybecomingabouthoweffectivelyhumanandAIagentscan

collaboratewithindynamic,augmentedsystems.Tocompete,organizationsmustmovebeyond

traditionalworkforcemodelsandadopttalent

strategiesthatenablehuman-AIteaming,supportcontinuouslearninginmachine-augmented

environmentsandempoweremployeestowork

alongsideintelligentagents.Critically,these

agents—bothhumanandartificial—arebecoming

embeddedinreinventedoperatingmodels,where

roles,decisionrightsandworkflowsareincreasinglyadaptiveanddistributed.Theabilitytoharness

andscalemachineintelligencethroughhuman-AIcollaborationisemergingasadefiningtraitofresilient,high-performingorganizations.

Andinoperations,traditionalstrategieslike

broadgeographicdiversificationarelosingtheir

effectiveness.Withrisingtariffsandgrowingregionalfragmentation,trueoperationalresiliencenow

dependslessonthesizeofthefootprintandmore

onstrategicoptionality—theabilitytopivotsupply

chains,shiftproductionandreconfigurepartnershipsquicklyasconditionschange.

Tariffshavemadethisvulnerabilitypainfullyvisible.

Manycompaniesdesignedglobaloperationsforcostandefficiency,assumingawidegeographicspreadwoulddeliveragility.Theylockedthemselvesinto

specificcountries,processesandcoststructures.Thatrigidityisnowunderstrain.Withoutbuilt-in

flexibility,eventhemostfar-reachingsupplychainscanbuckleunderdisruption.

TheuneveneffectsofUStariffexposurerevealjust

howmuchunderlyingfragilityremains.Considerthecontrastbetweenlifesciencesandautomotive.Life

sciencesappearsinsulatedfromtariffshocksnot

becauseofbroaddiversification,butbecauseitrelies

onaconcentrated,domesticallyembeddednetworkofUSsuppliersservingUSclients.Itsresilience

comesfromstrategicconcentration,notdispersion.

Automotive,bycontrast,isheavilyexposed.Despite

aglobalfootprint,theindustrydependsonanarrow

supplierbaseandimportedcomponents,leavingit

vulnerabletocostspikesandsupplydisruptionswhen

tariffshit.Whatlookslikediversificationoftenhidesabrittle,inflexiblesupplymodel(seeFigure10).

21

Introduction

resilienceresilienceresilienceforanew

FracturedMisalignedStagnatingAdaptive

resilience

era

>ResilienceRedefined:Fromreadinesstoreinvention

22

ResilienceRedefined:Fromreadinesstoreinvention

Figure

suppliers

score)

diversificationof

ResilienceIndex

Geographical

(Accenture

60%

55%

50%

45%

40%

Source:

10:Tariffsaretestingoperationalresilience

0.8

USrevenueshareUSrevenueshare

0.6

Automotive:HighlyexposedtoUStariffsduetolimitedgeographic

diversificationandsmallnetworkofUSsupplierstoserveUSclients

0.4

LifeSciences:LimitedexposuretoUStariffs,whilenotgeographicallydiversified,densenetworkofUS

supplierstoserve