董事会x高管层企业韧性锻造指南

Table of contents02 . . . Foreword03 . . . Introduction Foreword 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. Businesses operating globally haveexperienced a number of unprece-dented developments and disruptionsin the past decade, including geopolit- impact of conflicts, trade relations, supply chainchallenges, extreme weather events, and a globalpandemic. Now, the convergence of these develop- 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 with 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 amid Anna MarksChairDeloitte 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. At 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, of the future. Arecent Deloitte analysis1showsthat many Fortune 500 organizations have addednew C-suite roles, such as chief legal officer, chieftransformation officer, and chief communications •Strategic risk oversight and scenario planningare where respondents say board oversightcan help boost resilience the most (71% of all In this environment, it is perhaps no surprise thatCEO tenure has reached its lowest point sinceRussell Reynolds began tracking it in 2018—a shiftthe firm attributes to “evolving role demands.”2The takeaway from these trends? Many CEOs—and their top management teams—may be seeking •Most respondents say their boards havestepped up their level of activity and involve-ment, particularly around strategy develop- •Both C-suite and board respondents pointto having open, transparent communicationbetween the board and C-suite as the No. 1leadership factor impacting their organization’s Traditionally, board oversight has been narrowlydefined; 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, fluid, Overall, the research suggests there’s a strong tiebetween achieving board and C-suite alignment andbuilding organizational resilience. In our conver-sations with leading board chairs and executives,we heard that an increased emphasis on fostering a From economic volatility totechnological advancement:Tracking the shift in board and Other recent Deloitte research reveals a similarlyexpansive and complex risk landscape. In theSpring2025Fortune/Deloitte CEO Survey,3respondentssaid their biggest challenges were economic, politi-cal, and geopolitical uncertainty. It can be difficultfor leaders to think about the long term right nowbecause “the level of uncertainty today is abso-lutely unprecedented,” says Anjali Bansal, founderof India-based venture capital platform Avaana Building resilience today can requireorganizations to respond to near-termopportunities, challenges, and risk-re-lated priorities while also maintain- to risks, however, the survey shows that boards andC-suite respondents are juggling multiple priorities The survey asked respondents to identify theirtop immediate (2025) and longer-term priorities(2026 and beyond). What is interesting is the shift In the short term, through 2025, survey respon-dents say they’re focused most on geopolitical andeconomic volatility (55%), security and cybersecu-rity (50%), and rapid technological advancementsand digital disruption (42%). And although human There is a risk, therefore, that the need to focuson short-term disruptions may distract executivesand boards from focusing on the future. Leaderswe spoke with cautioned against falling into thistrap. “If you become too defensive, given the geopo- Emerging trends or potential disruptions receiving the most board/C-suite attention (percentage of respondents) third place in the longer-te