The segmentation shows that Danish business is far from homogeneous – and that policy measures should therefore be differentiated.
“Small companies need concrete and straightforward guidance. Larger and critical companies need dialogue about framework conditions and decision-making authority in crises. One approach does not fit all,” says Dalgaard-Nielsen.
The Framework for Crisis Management
When a crisis strikes, structure and speed are decisive. Companies within critical infrastructure in particular point out that uncertainty about decision-making authority can cost valuable time.
“There must be clarity about who can grant exemptions from which rules in a crisis. Rapid clarification can be decisive in maintaining operations and limiting damage,” says Dalgaard-Nielsen.
This is about preparation. Rules that function in stable times must be manageable under pressure. Decision-making pathways must be thought through. Roles must be clear.
Scenario exercises and joint training can strengthen both relationships and operational capacity. Resilience is built before the crisis – not in the middle of it.
Resilience as a Shared Project
The analysis also highlights the potential of stronger cooperation between companies.
“Large companies possess significant capacity. They can actively contribute to strengthening overall resilience – for example through shared resource pools or by sharing specialised expertise,” says Dalgaard-Nielsen.
Resilience increasingly functions as a collective good. When one part of the system weakens, others are affected. Industry communities can therefore serve as platforms for knowledge-sharing, joint monitoring and access to specialised competences.
At the same time, the relationship between government and business is changing. Authorities must create clear and predictable frameworks. Companies must engage actively in the shared task. Cooperation must be operational – not merely dialogue-based.
A Realistic Picture – and a New Phase
The study is based on companies’ own assessments.
“Self-assessment gives us an indication of the situation, not definitive answers. But it is a sound starting point for dialogue and further work,” says Dalgaard-Nielsen.
Overall, the picture is sober. Danish business has significantly strengthened its internal resilience. Security occupies more space in the boardroom than before. The next phase is about translating internal strength into systemic resilience – making collaboration, coordination and shared capacity an integrated part of strategy.
The Decisive Point
Geopolitics has become part of the business foundation. It affects access to markets, supply chains and capital. It shapes competitive conditions here and now.
Danish companies have taken the first steps by strengthening their own organisations. The decisive test will be whether they – together with the authorities – can build a more coherent and effective system around themselves.
In an age of hybrid threats, no company stands alone. Resilience is not only about keeping one’s own house in order. It is about how strongly that house is connected to the rest of the city.
“It is cumbersome to collaborate across organisations and sectors. But it is also here that it becomes clear how strong we actually are – how much capacity and how many resources we collectively possess,” concludes Anja Dalgaard-Nielsen.
