Page 68 - CMA Journal (May-June 2025)

Focus Section

Business Resilience and Sustainability in Pakistan:

Hallmarks, Gaps, and Global Insights

Industrial Sustainability • Demand and
supply cycles,
Normal operating cycles global trade
fluctuations, and
Business operations often revolve around patterns of
internal
stability—periods of consistent performance followed by
complacency
phases of fluctuation. Minor deviations can highlight the
sensitivity of certain processes, revealing vulnerabilities • Natural events,
and opportunities for refinement. strong product
margins, and
Abnormal disruptions may serve as stress points, testing
proactive safety
a business’s capacity for absorption and survival. A
actions
significant breakdown in standardized operations often Khizar Hayat, FCA
leads to process enhancements or the complete Alternatives
remodeling of technology systems or cash-generating arousals Deputy Manager Finance
units. Attock Refinery Limited
Adaptability, process
Recently, there has been a global rise in businesses
flexibility, switching capabilities, and readiness for new
aligning with (1) Climate risk, environmental health, and
alternatives are essential for long-term survival and
governance adherence, and (2) Green accounting,
market share retention. Business interruptions can be
sustainability reporting, and social responsibility.
prolonged due to inadequate planning, especially in:
“Planet accounting” is expected to surpass traditional
• Supplementary strategies, financial flexibility, and
financial reporting, driven by increasing global focus on
liquidity flow
environmental value creation.
• Product or service stagnation, long-term operational
Boomers and compressions
inertia
Optimal business performance can be further enhanced
• Limited exploration of alternative markets or
through "throughputs"—cash surges supported by quick
delivery mechanisms, and quality control issues
revenue boosts from high-performing units (cash cows).
These must be managed with strategic foresight. Recouping and build-ups
Maintaining operational balance depends on:
Process disruptions, resource losses, or operational
• Economic expansion, increased acceptance in breakdowns are part of any ongoing business
international markets, favorable external conditions, environment. Strategic add-ons should be planned from
and policy support the beginning—both horizontally and vertically—with
continuous reinvestment. Organizations must develop
• Strong internal learning capabilities and resilience to
tolerance for deviations and build buffers for abnormal
global constraints
situations. Backup systems and contingency plans are
• Natural variations and improvements in yield essential to ensure continuity in competitive markets.
efficiency
Zero turnaround agility
Navigation modes
Business resilience and operational agility should be
Businesses must build flexibility to respond effectively to ingrained in organizational culture and long-term
external market shifts. These environmental drivers may planning. Strategic leadership (Business Processes
include: Futures – BPF) should include:
66 ICMA’s Chartered Management Accountant, May-June 2025