How board and C-suite collaboration can build organizational resilience
Breaking down the impact for C-level
Our newly launched report confirms that boards worldwide are increasingly central to driving business growth—especially through strategic risk management and scenario planning. The research highlights that uncertainty is now the norm, prompting board members to demand a more active role from the C-Suite.
As business leaders, we should ensure that, amid this complexity, organizations are positioned not only to survive but also to thrive. An active focus on organizational resilience has never been more important.
This insight strongly echoes in Finnish boardrooms — Globally, businesses have faced unprecedented disruptions over the past decade — from geopolitical shifts and rapid advances in artificial intelligence, quantum computing, and cyber risk, to supply chain impacts, conflicts, trade relations, and extreme weather events.
Local recap
Finnish organisations are often criticised for excessive caution and a limited risk appetite, which has slowed investments in growth, research, and development. In today’s fast-changing world, robust scenario-based planning and strategic risk assessment can turn uncertainties into competitive strengths.
To drive future growth, boards recognise that close collaboration with executive management is essential for identifying strategic risks and developing effective responses.
How should C-level executives respond to the board?
Drawing on report insights, Deloitte Finland CXO Programme Leaders offer role-specific recommendations to help C-level executives address board priorities.
Tuomo Saari
