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numbers themselves. Underreporting of near-misses and early observations quietly starves prevention programmes of the information they need to catch recurring risks.
Q. OVER THE NEXT 3-5 YEARS, WHAT CAPITAL ALLOCATION FRAMEWORK DO YOU HOPE TO SEE ENTERPRISES ADOPT TO BALANCE SHORT-TERM EFFICIENCY WITH LONG-TERM RESILIENCE?
» An enterprise-wide, lifecycle-based framework that evaluates investment as a portfolio spanning near-term efficiency, continuity, risk reduction and long-term strategic value rather than funding each project through a siloed business case judged solely on immediate financial return.
This means applying consistent value criteria, scenario analysis and crossfunctional governance to compare spending on assets, energy, supply chains, workforce and technology against the same strategic objectives, so a resilience investment and an efficiency investment are judged on a common basis rather than two incompatible ones. In practice, this means treating resilience as a value-creation requirement alongside financial performance, not a cost sitting outside it.
The most effective organisations are staging this deliberately – building visibility and risk integration first, deploying mitigation measures next, then scaling the resilience initiatives that prove commercially sound, with incentives ultimately linked to resilience outcomes rather than efficiency savings alone.
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