IBM Center for The Business of Government

In the face of economic volatility, extreme weather events, and rapidly shifting demographics, the demand for public services has skyrocketed. The chasm between what citizens need and what governments can provide has widened.

Trust in public organizations is also on the decline, continuing a trend we’ve seen for decades. In 2022, only half (52%) of citizens trust their governments globally, according to Edelman. The Organisation for Economic Co-operation and Development (OECD) has measured a similar level of trust (51%) across its 38 member countries.

Events over the last couple of years have put a renewed emphasis on the importance of being resilient. Leaders and organizations have been walloped by the unforgiving realities of disruption and uncertainty. Often when responding to the unforeseen—doing all one can to operate, meeting expectations, following through on commitments, and delivering on missions—there is little time to reflect, take stock, or gain perspective. When faced with the unexpected, reflex and instinct seem to be what leaders and organizations alike rely on to weather the turbulence.

The response to the COVID-19 pandemic illustrates that stable and effective government action has been key to managing through the crisis and addressing its longer-term implications. Moreover, collective strategies have led to identification and resolution of challenges in way that brings together government leaders, scientists, data analysts, health care organizations, academic institutions, and industry. So, how can governments emerge stronger and better prepared for future shocks?