
The past few years have been characterised by unrest. Geopolitical conflicts, economic headwinds and technological advancement have exposed businesses to ever-increasing risk. As a result, senior business leaders have needed to put greater emphasis on ensuring resilience in their supply chains and employee base.
“There is quite a bit of uncertainty in the marketplace going into 2025 because we don’t yet know how a global trade setting is going to unfold within the technology sector,” says Neil Sawyer, HP’s managing director for North West Europe.
“To build trust and inspire confidence, businesses can work on improving their investment in, or emphasise the flexibility of their supply chains, and how that value is delivered back to their customers.” Here are four approaches that will help businesses build resilience this year.
1
Listen to employees
HP’s Work Relationship Index (WRI) 2024 found that just 26% of UK knowledge workers report a healthy relationship with work. However, knowledge workers feel that there is an opportunity to change this, with 56% of respondents saying this is a critical moment to define their relationship with work.
“Engaged employees are more likely to remain loyal to their organisations, contribute innovative ideas and collaborate effectively during periods of change or uncertainty,” Sawyer says. “High levels of engagement reduce turnover and absenteeism, both of which can disrupt operations and increase costs.”
How can businesses improve employee experience? According to the WRI, knowledge workers place a high value on personalised experiences. Some 85% of UK respondents said they would forgo a portion of their salary to receive it. That means tailoring workspaces, flexible working arrangements and access to technologies to suit employees’ working style.
“When employees are happy and engaged, they perform better, driving business productivity and innovation,” says Sawyer. “Thriving businesses are inherently more resilient – they can withstand challenges, pivot quickly when necessary and maintain operational continuity. By prioritising employee experience and satisfaction, organisations can build a workforce that is motivated, skilled and prepared to help the business navigate uncertainty and seize new opportunities.
Sawyer adds that “making this future possible for workers everywhere will ultimately come down to leadership teams.” He explains that leaders with strong emotional intelligence who keep workers’ needs in mind while capitalising on emerging technology are best placed for success.
2
Embrace diverse supply chains
Ongoing geopolitical conflicts and existing or expected trade restrictions, such as tariffs and sanctions, can disrupt supply chains. Combined with unforeseen events like natural disasters and shifts in environmental regulations, all these factors mean organisations will continue to experience operational challenges. The latest McKinsey Global Supply Chain Leader survey found nine in 10 respondents encountered challenges in 2024.
Sawyer gives the example of HP’s own supply chain strategy. He says customers are requesting multi-site and multi-source production locations. HP has therefore moved production sites to be closer to their clients and is expanding its offering to provide a better customer experience and increase stability.
“Our supply chain teams are equipped with the tools and resources to drive innovation from within. We support them in testing new approaches and sharing best practices across our global network,” he explains.
“It’s clear that the next frontier is not only about enhancing efficiency or boosting sustainability on our own – it’s remaining fluid and harnessing innovation across our global network to insulate our customers from whatever challenges may come our way.”
3
Invest in emerging technology
Some business leaders may view this period of uncertainty and rapid technological development as a time to tighten the purse strings. Sawyer says waiting for the market to stabilise may be the wrong approach and that failure to invest in new solutions could result in spiralling costs and increased risk.
“We advise our customers to invest now in future-proof technologies, as doing so while there are fewer unknown variables positions organisations for long-term success. AI, for example, enhances efficiency, automates tasks and improves decision-making, providing a significant edge in an ever-changing market.”
He says organisations that invest in these tools now will be better equipped to adapt to future disruptions and remain competitive. Conversely, organisations that delay investment risk operational inefficiencies and may fall behind rivals. “A great example of this is the migration from Windows 10. Waiting until this technology is shut instead of upgrading earlier leaves businesses vulnerable. Investing now allows businesses to not only navigate change but also drive it, building resilience and future readiness.”
Investing in AI could also enable greater job satisfaction. With repetitive tasks automated, workers can think more strategically and creatively. The WRI shows that 66% of UK workers regularly use AI, up from 27% the previous year. Those who do use it report significant benefits, with 65% of workers who use AI saying it makes their job easier and 71% saying they can personalise the use of AI to be more productive.
“Without AI, companies risk lower employee satisfaction and productivity, and they may struggle to compete in an increasingly AI-driven market,” says Sawyer. “Those who delay adoption could face greater employee turnover, disengagement and the inability to keep pace with innovation. The urgency to invest is clear: businesses that fail to embrace AI now could jeopardise their future success and resilience.”
4
Work with trusted partners
Integrating new systems into the supply chain requires trusted business partners that help upskill workers and underpin sustainable long-term growth. HP, for example, has launched an industry-first ‘AI Master Class’ which provides partner training and a certification program offering tailored, role-based learning across multiple functions of their clients’ businesses.
“Collaboration is key to adapting to evolving market conditions and adjusting our supply chain to meet our customers’ ever-changing needs,” says Sawyer. “The future of supply chains is one of interconnected ecosystems, driven by collaboration, innovation and a relentless pursuit of improvement.”
Learn more about how expectations of work are changing in HP’s 2024 Work Relationship Index

The past few years have been characterised by unrest. Geopolitical conflicts, economic headwinds and technological advancement have exposed businesses to ever-increasing risk. As a result, senior business leaders have needed to put greater emphasis on ensuring resilience in their supply chains and employee base.
“There is quite a bit of uncertainty in the marketplace going into 2025 because we don’t yet know how a global trade setting is going to unfold within the technology sector,” says Neil Sawyer, HP’s managing director for North West Europe.
“To build trust and inspire confidence, businesses can work on improving their investment in, or emphasise the flexibility of their supply chains, and how that value is delivered back to their customers.” Here are four approaches that will help businesses build resilience this year.