董事会与高管（C-suite）协作如何构建组织韧性

A Deloitte Global survey shows that boardsand C-suite executives are working togetherin new ways to navigate volatility and keepgrowth on the agenda Deloite Global Boardroom ProgramDeloite Global CEO Program 02 . . . Foreword 06 . . . Boards lean in on risk, strategy, and scenario planning 15 . . . Endnotes Foreword Businesses operating globally haveexperienced a number of unprece-dented developments and disruptionsin the past decade, including geopolit-ical shifts, advances in artifcial intel-ligence and quantum computing, theimpact of conficts, trade relations, supply chainchallenges, extreme weather events, and a globalpandemic. Now, the convergence of these develop-ments has determined thatuncertainty has becomethe new norm. We’d like to thank all the participants for their timeand contributions. In this report, we share theiraggregated perspectives. What we heard loud andclear is that neither the board nor the C-suite cango it alone. One could argue that this new normalmay require a new model of board and C-suite chal-lenge and support through enhanced collaboration.Together, we can work to build a new kind of resil-ience—one that is not solely defensive in nature butalso acts as an engine for resilient growth, seizingopportunities as they emerge. As business leaders, we should ensure that, amidthis complexity, organizations are positioned notonly to survive but also to thrive. An active focuson organizational resilience has never been moreimportant. This report on resilience and growth,brought to you by the Deloitte Global BoardroomProgram in collaboration with the Deloitte GlobalCEO Program, is based on a survey of nearly 750board members and C-suite executives, along withthoughtful conversations with over a dozen boardchairs, directors, and CEOs worldwide, who havegenerously shared their experiences and insightsinto the challenges facing leading organizationstoday. We plan to dive deeper, in a future article,into the perspective of CEOs, and on how they arefocusing on resilience and their relationship withthe board. As we close out 2025, we hope the insights fromthis report can help to catalyze meaningful conver-sations between your board and executive teams,helping your organization navigate and thrive amidthe short- and long-term challenges and opportu-nities we all face. Anna Marks ChairDeloitte Global Board of Directors Prof. Dr. Arno ProbstDeloitte Global Boardroom Program leaderDeloitte Global Benjamin FinziDeloitte Global CEO Program leaderDeloitte Global Introduction Across global markets, organiza-tions continue to face challengesstemming from uncertainty, rapidchange, and an array of risks. Atthe same time, there is potential fortremendous opportunity, includingthe use of technology to access new markets, prod-ucts and services, and to augment the workforceof the future. Arecent Deloitte analysis1showsthat many Fortune 500 organizations have addednew C-suite roles, such as chief legal ofcer, chieftransformation ofcer, and chief communicationsofcer, to help ensure that the C-suite has the rightskills and capabilities to capture opportunities andefectively manage challenges and risks. In June 2025, the Deloitte Global BoardroomProgram and the Deloitte Global CEO Programteamed up to explore how boards and C-suites arerethinking the ways they work together to bolsterlong-term organizational resilience. Our researchincludes a cross-industry survey of 739 leaders,76% of whom are board directors and 24% ofwhom are C-suite executives, from 59 countries(seemethodology), along with in-depth interviewswith 15 directors and executives. Among themain fndings: •Strategic risk oversight and scenario planningare where respondents say board oversightcan help boost resilience the most (71% of allrespondents). In this environment, it is perhaps no surprise thatCEO tenure has reached its lowest point sinceRussell Reynolds began tracking it in 2018—a shiftthe frm attributes to “evolving role demands.”2The takeaway from these trends? Many CEOs—and their top management teams—may be seekinga diferent kind of engagement model with theirboards, one that is more refective of efective part-nering and could ofer challenge and support inequal measure. •Most respondents say their boards havestepped up their level of activity and involve-ment, particularly around strategy develop-ment and scenario planning (73% overall;76% board and 63% C-suite). •Both C-suite and board respondents pointto having open, transparent communicationbetween the board and C-suite as the No. 1leadership factor impacting their organization’slevel of resilience (66% overall; 69% boardand 57% C-suite). Traditionally, board oversight has been narrowlydefned; at times, boards were, perhaps, regardedas a process step, and their interaction with theC-suite was often limited to scheduled meetings andformal reporting. Today, however, the complexityand speed of change demand a more engaged, fuid,and collaborative approach—one where bo