How can companies best build long-term resilience into their business to manage big shifts in our environment while staying agile and lean? How can investors evaluate and appropriately value that resilience, enabling companies to maintain a focus on long-term performance? 

Companies were rewarded in the past for perceived efficiencies and lean balance sheets, tight supply chains, just-in-time delivery, and returning capital to shareholders to the fullest extent possible. Now, companies are facing disruptions across many fronts including shifting macroeconomics, rapid technological change, sustainability imperatives, or other important trends. As a result, companies are trying to build resilience, or the ability to withstand or adapt to disruption, into their operations and their balance sheets.

The challenge is that many diversified investors see resilience as bloat. Activists see opportunities to come in and cut. And boards may look for the short-term returns that efficiency can bring.

Featuring:

• Tzu Mi Liew, Chief Investment Officer, GIC
• C.S. Venkatakrishnan, Chief Executive Officer, Barclays
• George Walker, Chair and CEO, Neuberger Berman

Moderated by Sarah Keohane Williamson, CEO, FCLTGlobal