馬丁·里夫斯等　焦琳/譯

Over the last few years， business leaders have been reminded repeatedly of the interconnectedness and unpredictability of businesses， economies， and societies. Humanitarian disasters have created shockwaves affecting geopolitics， economics， trade， energy， and financial markets. Business reputations， markets， supply chains， and employees have been impacted in unpredicted ways.

過(guò)去數(shù)年間，商業(yè)領(lǐng)袖們反復(fù)被提醒，要注意到企業(yè)、經(jīng)濟(jì)和社會(huì)三者是相互聯(lián)系且難以預(yù)測(cè)的。一系列人道主義災(zāi)難引發(fā)的劇烈震蕩，對(duì)地緣政治、經(jīng)濟(jì)、貿(mào)易、能源和金融市場(chǎng)造成了影響。商業(yè)信譽(yù)、市場(chǎng)、供應(yīng)鏈及雇員也遭受了意想不到的沖擊。

Its not surprising then that resilience—the ability to thrive under change—has risen to the top of many leaders agenda. As we saw with Covid-19， more resilient businesses had better outcomes， and some even emerged as new winners.

因此，企業(yè)韌性，即企業(yè)面臨變局仍能蓬勃發(fā)展的能力，成為許多商界領(lǐng)袖眼中的頭等大事，也就不足為奇了。正如我們?cè)谛鹿谝咔槠陂g所目睹的，越是有韌性的企業(yè)，經(jīng)營(yíng)業(yè)績(jī)?cè)搅裂?，有些甚至一躍成為市場(chǎng)新贏家。

Yet， history tells us that companies often lose interest in resilience as crises fade. Few companies have systematic-ally codified lessons learned and baked resilience into their organizations.

可惜，歷史經(jīng)驗(yàn)告訴我們，一旦危機(jī)消退，企業(yè)對(duì)韌性的關(guān)注往往也隨之減少。只有極少數(shù)企業(yè)系統(tǒng)地整理了經(jīng)驗(yàn)教訓(xùn)，將韌性融入企業(yè)發(fā)展。

This is because too many organizations hold a narrow view of resilience as mainly ensuring short-term， operational continuity during crises. True resilience is more expansive： Its a companys cap-acity to absorb stress， recover critical functionality， and thrive in new circumstances. Resilience is not merely an operational consideration—its a potential strategic advantage that enables companies to capitalize on opportunities when competitors are least prepared.

這一現(xiàn)象的根源在于，有太多企業(yè)對(duì)韌性持有狹隘的看法，認(rèn)為培養(yǎng)韌性無(wú)非是為了確保危機(jī)中的短期穩(wěn)定經(jīng)營(yíng)。真正的韌性，內(nèi)涵更為寬泛：它是企業(yè)化解壓力、重振關(guān)鍵職能、在新形勢(shì)下蓬勃發(fā)展的能力。韌性不僅是經(jīng)營(yíng)層面的考量，也是潛在的戰(zhàn)略優(yōu)勢(shì)，能讓企業(yè)在競(jìng)爭(zhēng)對(duì)手尚無(wú)準(zhǔn)備之際乘機(jī)獲利。

In order to build truly resilient organ-izations， leaders first must understand five myths that may be holding them back.

想要建立真正有韌性的企業(yè)，領(lǐng)導(dǎo)者務(wù)必先了解五個(gè)可能阻礙他們成功的認(rèn)知誤區(qū)。

Myth #1： Resilience is mainly a supply chain issue.

誤區(qū)1：韌性主要作用于供應(yīng)鏈。

Reality： Resilience is essential in all key organizational functions.

實(shí)際：韌性對(duì)所有關(guān)鍵組織職能都至關(guān)重要。

Disrupted supply chains and shipment delays are conspicuous and immediate， but a sole focus on acute crisis management skews the narrative. When resilience is baked into all key functions， companies can restore functionality and performance much more rapidly and effectively.

供應(yīng)鏈中斷和貨運(yùn)延遲的確是一望而知的燃眉之急，可只把精力放在急性危機(jī)管理上，未免對(duì)韌性有些曲解。若能使韌性融入所有關(guān)鍵職能，企業(yè)便可更快、更有效地恢復(fù)業(yè)務(wù)和業(yè)績(jī)。

Myth #2： Resilience is synonymous with risk mitigation.

誤區(qū)2：韌性無(wú)非是緩解風(fēng)險(xiǎn)。

Reality： Resilience is as much about enabling of upside as protecting against downside risks.

實(shí)際：韌性能抵御下行風(fēng)險(xiǎn)，又能激發(fā)上升勢(shì)頭。

Resilience reduces the immediate impact of crises by enabling companies to anticipate， prepare for， and cushion against shocks. However， resilience also enables companies to respond to crisis in opportunistic ways， thrive in new circumstances， and shape the competitive environment to their advantage.

韌性賦予企業(yè)預(yù)測(cè)沖擊、未雨綢繆和緩沖震蕩的能力，從而降低危機(jī)的直接影響。不僅如此，韌性還讓企業(yè)在應(yīng)對(duì)危機(jī)時(shí)能做到隨機(jī)應(yīng)變，在新形勢(shì)下蓬勃發(fā)展，引導(dǎo)競(jìng)爭(zhēng)環(huán)境朝對(duì)自己有利的方向發(fā)展。

Myth #3： Resilience is mainly an operational consideration.

誤區(qū)3：韌性主要是經(jīng)營(yíng)層面的考量。

Reality： Resilience is strategic.

實(shí)際：韌性具有戰(zhàn)略性。

Many leaders today undervalue resilience， believing it to be only valuable in a limited and non-recurring set of circumstances. Resilience provides value not only during but also long after a crisis has receded. It can create competitive advantage in several ways， such as：

如今，不少企業(yè)領(lǐng)導(dǎo)都低估了韌性的價(jià)值，覺(jué)得它能發(fā)揮作用的情況有限，只是一錘子買(mǎi)賣(mài)。其實(shí)，韌性的價(jià)值不僅體現(xiàn)在危機(jī)之中，危機(jī)消退后許久，它仍能發(fā)揮作用。韌性可通過(guò)多種途徑創(chuàng)造競(jìng)爭(zhēng)優(yōu)勢(shì)，比如：

· Differentiating service through greater reliability

· 以更高的可靠性實(shí)現(xiàn)服務(wù)的差異化；

· Capitalizing on transient opportun-ities， such as favorable talent and acquisition markets

· 把握轉(zhuǎn)瞬即逝的時(shí)機(jī)，如有利的人才市場(chǎng)和收購(gòu)行情；

· Gaining market share with new offerings fitting new circumstances

· 推出適應(yīng)市場(chǎng)新形勢(shì)的新產(chǎn)品，擴(kuò)大市場(chǎng)份額。

Myth #4： Resilience is a cost to the business.

誤區(qū)4：培養(yǎng)韌性屬于企業(yè)成本。

Reality： Resilience is a driver of value.

實(shí)際：韌性是價(jià)值驅(qū)動(dòng)力。

Resilience provides substantial future benefit if invested preemptively. Building the required operational redundancy， modularity， diversity， and adaptive cap-ability requires embracing a tradeoff against near-term efficiency. Challenges in measuring the long-term value of resili-ence with traditional metrics lead many leaders to make myopic decisions that effectively over-value short-run efficiency.

先人一步為培養(yǎng)韌性投資，未來(lái)收益會(huì)相當(dāng)可觀。為構(gòu)建必需的經(jīng)營(yíng)存冗量、模塊性、多樣性和適應(yīng)性，難免要犧牲短期效率。許多企業(yè)領(lǐng)導(dǎo)使用傳統(tǒng)指標(biāo)難以評(píng)估出韌性的長(zhǎng)期價(jià)值，導(dǎo)致他們作出短視決策，而這些決策恰恰高估了短期效率的價(jià)值。

Myth #5： Crises are too infrequent and unique to warrant investment in resilience.

誤區(qū)5：危機(jī)百年難得一遇，投資韌性并非剛需。

Reality： Companies need resilience to navigate an increasingly volatile world.

實(shí)際：國(guó)際形勢(shì)日益動(dòng)蕩，企業(yè)需要以韌性應(yīng)對(duì)。

Resilience can enable companies to prepare for and respond better to future shocks， whether those be pandemics， geopolitical conflicts， effects of climate change， cybersecurity threats， industry-specific disruptions， or other unpredicted challenges.

韌性使企業(yè)有能力做足準(zhǔn)備，更好地應(yīng)對(duì)未來(lái)的沖擊，無(wú)論是疫情、地緣政治沖突、氣候變化影響、網(wǎng)絡(luò)安全威脅、行業(yè)相關(guān)的動(dòng)蕩，還是其他預(yù)料之外的挑戰(zhàn)。

In our increasingly volatile world， exogenous crises may become more frequent， but damage and disadvantage is not inevitable. Leaders must prepare to effectively lead their organization through both stable and unstable periods alike.

國(guó)際形勢(shì)日益動(dòng)蕩，外源性危機(jī)可能更加頻繁，但危害和不利影響并非不可避免。無(wú)論處于穩(wěn)定期還是動(dòng)蕩期，領(lǐng)導(dǎo)者都必須做好萬(wàn)全準(zhǔn)備，真正引領(lǐng)企業(yè)安全度過(guò)。

Building a resilient organization

建設(shè)有韌性的企業(yè)

In order to build systematic resilience into their organizations， leaders must take seven critical actions.

想要在企業(yè)中建立系統(tǒng)性韌性，領(lǐng)導(dǎo)者必須采取七項(xiàng)關(guān)鍵行動(dòng)。

1. Adopt an expanded view of resilience.

1. 拓寬對(duì)韌性的認(rèn)知。

Consider resilience both a strategic opportunity and an operational imperative. Build resilience into each business function by assessing the impact of lost or reduced functionality and adopting a tailored approach to address it.

將韌性看作戰(zhàn)略機(jī)遇，也當(dāng)作經(jīng)營(yíng)層面的要事。對(duì)失效或低效業(yè)務(wù)職能的危害進(jìn)行評(píng)估，對(duì)癥下藥解決問(wèn)題，增強(qiáng)各個(gè)業(yè)務(wù)職能的韌性。

2. Recognize and address the tradeoff between long-term resilience and short-term efficiency.

2. 認(rèn)識(shí)到長(zhǎng)期韌性和短時(shí)效率間存在的矛盾并作出取舍。

Under-investing in efficiency can cause a crippling lack of competitiveness， while under-investing in resilience can cause corporate failure or long-term competitive disadvantage. Leaders cannot justify and calibrate resilience efforts until they address this challenge head on.

企業(yè)若在效率方面投入不足，競(jìng)爭(zhēng)力可能會(huì)嚴(yán)重受損，而在培養(yǎng)韌性方面投入不足，則可能面臨破產(chǎn)或長(zhǎng)期處于競(jìng)爭(zhēng)劣勢(shì)。領(lǐng)導(dǎo)者只有直面這一矛盾，才能證明培養(yǎng)韌性是明智之舉，并調(diào)節(jié)好投入力度。

3. Shift your mindset.

3. 轉(zhuǎn)變思維方式。

View crises as inevitable disruptions to be prepared for， managed， and leveraged for competitive opportunity， rather than infrequent one-off events to be defended against ad hoc. Such a shift will help the organization to make proactive and future-oriented decisions during crisis that allow it to thrive in and shape the post-crisis landscape.

要將危機(jī)視為不可避免的動(dòng)蕩，要做好準(zhǔn)備、從容應(yīng)對(duì)并把握好競(jìng)爭(zhēng)機(jī)會(huì)，而不是將其看作一次性偶發(fā)事件，臨時(shí)加以防御。這一思維轉(zhuǎn)變有助于企業(yè)在危機(jī)期間積極主動(dòng)地作出前瞻性決策，如此一來(lái)，企業(yè)能夠塑造危機(jī)后的市場(chǎng)格局，并在其中蓬勃發(fā)展。

4. Measure resilience.

4. 評(píng)估企業(yè)韌性。

Introduce business metrics that meas-ure flexibility and responsiveness to shift the focus beyond short-term performance optimization and reorient to long-term growth potential.

針對(duì)企業(yè)的靈活性和響應(yīng)能力，引入商業(yè)指標(biāo)，從而將著力點(diǎn)從短期業(yè)績(jī)優(yōu)化轉(zhuǎn)移到挖掘長(zhǎng)期增長(zhǎng)潛力上。

5. Operationalize resilience.

5. 把韌性建設(shè)落到實(shí)處。

Build resilience across multiple timescales by applying seven key principles.

踐行七大關(guān)鍵原則，在多個(gè)階段培養(yǎng)韌性。

Prudence： Develop early warning systems to spot shifts and utilize contingency planning1 and war gaming to prepare intellectually and behaviorally for these possible futures.

謹(jǐn)慎行事：開(kāi)發(fā)早期預(yù)警系統(tǒng)以發(fā)現(xiàn)變局發(fā)生的苗頭，利用應(yīng)急規(guī)劃和模擬競(jìng)爭(zhēng)，從思想和行動(dòng)兩方面做好準(zhǔn)備，以應(yīng)對(duì)未來(lái)可能出現(xiàn)的問(wèn)題。

Redundancy： Maintain the right amount of absorptive capacity in the form of extra buffers （cash， inventory） or extra functionality （suppliers， manufacturing facilities）.

適量存冗：設(shè)立額外緩沖（現(xiàn)金、庫(kù)存）或額外的職能機(jī)構(gòu)（供應(yīng)商、制造廠），以保證適當(dāng)?shù)娘L(fēng)險(xiǎn)化解能力。

Diversity： Invest in heterogeneity of key business elements （products， business models， ways of thinking） to make it possible to react to unexpected change and avoid correlated responses across a system， which can lead to total system failure.

風(fēng)險(xiǎn)分散：對(duì)關(guān)鍵業(yè)務(wù)要素（產(chǎn)品、商業(yè)模式、思維方式）進(jìn)行差異化投資，以便及時(shí)應(yīng)對(duì)意外之變，避免內(nèi)部出現(xiàn)連帶反應(yīng)從而拖垮整個(gè)企業(yè)。

Modularity： Loosely linked， separated modules （subsidiaries， plants， teams） can act like circuit breakers to help prevent the collapse of a system when one element is stressed.

各司其職：各模塊（子公司、工廠、團(tuán)隊(duì)）之間聯(lián)系松散，相對(duì)獨(dú)立，就如同斷路器，防止一毀俱毀。

Embeddedness： Align your companys goals and activities with those of broader economic or social systems of which youre a part. This will strengthen relationships with employees， customers， governments， and partners that can be relied on during crisis.

借力而行：在目標(biāo)和行動(dòng)層面，保證企業(yè)與其所處的更廣泛的經(jīng)濟(jì)或社會(huì)體系協(xié)調(diào)一致。此舉可加強(qiáng)企業(yè)與雇員、客戶、政府及合作伙伴間的聯(lián)系。危機(jī)來(lái)臨時(shí)，各方聯(lián)系都是可借之力。

Adaptiveness： Plan dynamically and reallocate capital as circumstances change.

靈活應(yīng)變：動(dòng)態(tài)規(guī)劃，因勢(shì)而變進(jìn)行資本重新分配。

Imagination： Beyond adaptation， seek to be the driver rather than the victim of change by proactively reimagin-ing businesses and shaping business environments.

主動(dòng)求變：不僅要適應(yīng)變化，還要主動(dòng)求變，積極重塑企業(yè)和營(yíng)商環(huán)境，而非甘愿淪為變局的犧牲品。

6. Model leadership behaviors.

6. 打造企業(yè)領(lǐng)導(dǎo)行為規(guī)范。

Systematically adopting resilience requires a cultural shift. The over-fixation on short-run efficiency， engrained through business education， workplace culture， backward-looking metrics， and misaligned incentives， can be hard to overcome. Leaders must reinforce the change by being a vocal champion for resilience and institutionalizing the learning from recent crises.

全方位培養(yǎng)韌性需要企業(yè)文化的轉(zhuǎn)變。企業(yè)過(guò)度追求短時(shí)效率的弊病因商業(yè)教育、職場(chǎng)文化、回顧性衡量指標(biāo)和錯(cuò)位的激勵(lì)措施變得根深蒂固，難以拔除。企業(yè)領(lǐng)導(dǎo)必須大力主張培養(yǎng)韌性，將從近期危機(jī)中吸取的經(jīng)驗(yàn)教訓(xùn)融入企業(yè)制度，推動(dòng)企業(yè)文化轉(zhuǎn)變。

7. Contribute to improving the resilience of the societal systems on which your businesses depend.

7. 助力企業(yè)賴以生存的社會(huì)體系提升韌性。

Business needs to play a role in larger issues beyond traditional corporate boundaries. Leaders should look to reduce the volatility and fragility of the systems and societies on which they depend， reinforcing the social fabric through efforts like reducing polarization， optimizing for both societal and business value， and reimagining business models for sustainability.

企業(yè)需要跳出傳統(tǒng)邊界，為更高層面的問(wèn)題貢獻(xiàn)力量。領(lǐng)導(dǎo)者應(yīng)致力于降低企業(yè)所依存的制度和社會(huì)的波動(dòng)性和脆弱性，強(qiáng)化社會(huì)結(jié)構(gòu)。具體做法包括減輕兩極分化、優(yōu)化社會(huì)和企業(yè)價(jià)值、重構(gòu)商業(yè)模式以實(shí)現(xiàn)可持續(xù)發(fā)展。

Businesses must act now to institutionalize resilience before the lessons of crises fade， leaving them unprepared for the next ones.

企業(yè)必須立即采取行動(dòng)，實(shí)現(xiàn)韌性制度化，以免一場(chǎng)場(chǎng)危機(jī)帶來(lái)的教訓(xùn)被淡忘，以致下一場(chǎng)危機(jī)來(lái)臨時(shí)毫無(wú)準(zhǔn)備。

（譯者為“《英語(yǔ)世界》杯”翻譯大賽獲獎(jiǎng)?wù)撸粏挝唬褐袊?guó)海洋大學(xué)）