BUSINESS IN THE ERA OF PERMACRISIS
As we cross the equator of 2025, the world no longer oscillates between isolated shocks. We are now living in what scientists and strategists increasingly call the "Era of Permacrisis" — a state of constant, accumulating disruptions encompassing war zones, climate chaos, cyber threats, and economic instability. For company leaders across industries and continents, this is not theory. This is our working day.
The first seven months of 2025 have become the perfect illustration of this new era: not exceptions, but the norm. Wars, weather disasters, cyberattacks, and political-economic uncertainty have become part of operational reality.
According to ReliefWeb, UN OCHA, Bloomberg, Deloitte, Fortune Global CEO Survey, AlixPartners, Change Healthcare Reports (2025), JPMorgan Global PMI, the first half of 2025 brought a relentless sequence of shocks:
War and Conflict Zones: From Ukraine to Sudan and from Myanmar to Israel, active conflicts continue to paralyze regional economies. Inflation in Sudan reached 118.9%, while Ukraine suffers 14.6% inflation and constant power outages. Israel's GDP fell 20% due to ongoing war and reservist mobilization.
Climate Disasters and Natural Calamities: A 7.7 magnitude earthquake destroyed Myanmar's airport and over 10,000 buildings. South Korea and California battled billion-dollar wildfires. Floods in Bolivia and Argentina destroyed livestock, crops, and disrupted exports.
Cyberattacks: KLIA airport in Malaysia, UK government systems, Ukraine's defense infrastructure, and American hospitals fell victim to ransomware and DDoS attacks. Disruptions in the American healthcare system halted hospital payments and insurance payouts for nearly three weeks.
Economic Contradictions: JPMorgan's Global Manufacturing PMI dropped to 49.6, reflecting global industrial slowdown. Oil exceeded $100 due to Red Sea disruptions. Global inflation remains around 6.5%, with central banks maintaining tight conditions.
This is not one crisis. This is polycrisis. And it's permanent.
Business Implications: Resilience as New Capital
Traditional approaches are obsolete. The most agile organizations now view resilience not as an insurance policy, but as a competitive advantage. According to Deloitte research, 71% of global CEOs plan to diversify supply chains and build redundancy. 79% are reconfiguring their geographical positions.
1. Operational Resilience
Business is shifting from lean "just-in-time" models to buffer, multi-node supply chains. This includes:
- Moving production "closer to home"
- Building strategic reserves
- Digitizing end-to-end supplier visibility
2. Financial Resilience
Gone are the days of growth leveraging cheap capital. Today:
- 42% of CEOs are implementing cost discipline
- Many are increasing cash reserves and reducing debt
- M&A activity is selectively targeting distressed assets
3. Leadership Resilience
Resilient CEOs:
- Lead with empathy and clarity
- Practice scenario-based planning
- Decentralize power for rapid decision-making
4. Cyber Resilience
With constant attacks, business:
- Invests in zero-trust architectures
- Tests digital continuity plans
- Partners with governments on cyber intelligence
5. Climate Resilience
Leaders are adopting natural risk forecasts and:
- Updating insurance and asset protection strategies
- Reinforcing facilities against floods, earthquakes, and fires
6. Technological Resilience
90% of CEOs now pursue AI-based resilience solutions. Predictive analytics, cloud platforms, and crisis dashboards are no longer optional.
The Power of Women's Leadership in Permacrisis Conditions
As a leader and Board Member of the Women Leaders for Ukraine community, I am convinced that women's management style is a source of unique resilience. Today, as business faces unprecedented levels of uncertainty, it is precisely women's leadership qualities — empathy, resilience, multitasking, and the ability to unite — that help maintain focus, rally teams, and lead forward.
Together with Women Leaders for Ukraine, we are creating a community where women inspire, support, and transform businesses — from micro-enterprises to large corporations. The community's initiatives help not only support women leaders during wartime, but also ensure sustainable development in the post-war period.
We survived by building crisis readiness into every process. As I have repeatedly said: "The future belongs to the resilient." Not the biggest. Not the richest. But the fastest to adapt.
If Ukraine can teach the global business community anything, it's this: resilience is not abstract. It's operational muscle, built under pressure.
Looking Forward: Recommendations for Leaders in the Second Half of 2025
Transform Risk into Routine: Build crisis simulations, early warning systems, and resilience KPIs into operations.
Invest in People: Mental fitness is as critical as market fit. Build leadership resilience at all levels.
Reformat for Flexibility: Simplify hierarchies. Empower cross-functional crisis teams.
Double Down on Scenario Planning: Don't plan for one future. Prepare for five.
Communicate with Transparency: In a world of fake news and fear, trust is your anchor.
Conclusion: A Call to the Resilience Generation
The rest of 2025 will not be gentler than the first half. But business leaders are not powerless. With foresight, flexibility, and courage, we can do more than survive. We can shape what comes next.
As the world transitions from stability to constant upheaval, the winners will not be those who resist change, but those who rehearse for it. The "Resilience Generation" is defined not by age, but by mindset.
Let this be our moment.
-- Marina Peikova, WartimeCEO
Sources: disasterphilanthropy.org, businessday.ng, bank.gov.ua, watchers.news, alixpartners.com, deloitte.com, aha.org, cm-alliance.com, csis.org, reuters.com, globaltimes.cn, mondaq.com
Marina Peikova
Board Member | "Wartime CEO" | Author of "Unbreakable" | FMCG, Retail, Sustainability, Crisis Leadership | Marketing&SalesJuly 16, 2025