Reconfiguring for resilience

Uncertainty is pressuring capital markets revenues by boosting volatility and halting equity issuance. While trading gains, primary markets and the buy-side face risks—making resilience and scenario planning essential.

Chemical investments are long-term commitments—shifting trade rules and rising uncertainty create unprecedented risks and new opportunities. Building resilience will distinguish successful companies, and scenario planning is essential.

Customer cost pressures have always impacted the Communications industry. Today’s challenges mean telcos must fast-track efficiencies, scale AI to modernize networks and use data to transform customer retention and price competitiveness.

Inflation, recession risks, and tariffs are straining consumers and sectors, creating a challenging landscape for the CG&S industry. CEOs must focus on building resilience to keep their organizations buoyant, competitive, and prepared to adapt.

U.S. trade policy shifts bring higher tariffs, broader sector impact and policy-driven disruption. Energy companies must boost resiliency as they face rising costs, export risks and supply chain uncertainty in a shifting geopolitical landscape.

Amid clinician shortages, multiple cost pressures, and proposed government actions, health organizations must prioritize resilience. A revitalized approach to people, operations and technology is key to enabling better health access, experience, and outcomes.

Disruption is not new for high tech companies. Covid-19 led many to build resiliency in their supply chains and manufacturing operations. Continued investment in operational resilience and AI capabilities is key to manage geoeconomic and market volatility.

As supply chains strain and costs rise, Industrials must boost resilience via supplier diversification, FTAs, and footprint shifts. Scenario planning, pricing, and productivity are key to protecting margins and staying competitive.

Weaker insurance demand, higher claims costs and market volatility are concerns for the insurance industry with current macro-economic disruption. To be resilient, insurers must drive efficiencies with gen AI and future-ready technology and operations.

Amid FDA turmoil, shifting drug pricing policies, and a 23.2% spike in foreign input costs due to potential U.S. tariffs, Life Sciences companies must prioritize resilience. By pressure-testing their operations through scenario planning, accelerating AI-driven productivity gains, and rethinking supply chains, they can stay ahead of disruption and maintain operational stability.

The wider impact of tariffs could impact consumer spending and ad revenues for Media & Entertainment. To be resilient, the sector must reinvent even faster, driving efficiencies with gen AI, prioritizing ad tech, and reviewing capital allocations.

Amid tariff pressures and FDA shifts, MedTech firms must boost business agility and resilience. Scenario planning, AI-driven productivity gains, and supply chain optimization are levers to navigate uncertainty and maintain business continuity.

Natural Resources sectors face up to a 31% increase in the cost of foreign inputs as tariffs are affecting prices and supply chains. Resiliency will be the key differentiator—companies that can execute for value will find offsets to potential margin impacts.

Government agencies have a dual responsibility in times of disruption: maintaining internal stability and addressing public needs. A balanced approach enables government to remain resilient both administratively and in its service to citizens.

Weak consumer demand, increased production costs and supply chain disruptions are impacting Retail sectors—especially apparel and electronics. Retailers need to build resilient supply chains and drive productivity efforts to offset margin impacts.

The Software & Platforms industry faces macro uncertainty, leading to market volatility and reduced consumer spending. Building resilience through supply chain diversification, cost control, and AI-driven operational optimization is key.

Tariffs are driving uncertainty in the utilities industry and companies need to contend with input cost pressures, recession risk and C&I load growth. Commercial, operations, people, technology and enterprise resiliency will be the key differentiators for utilities companies navigating tariff uncertainty.