Predictability is power, but only when business leaders use it wisely

In today’s world—where geopolitical shocks, economic fragmentation and rapid technological change have become the norm—predictability is emerging as a key business advantage. But it cannot be imposed. It must be earned through trust.

The 2025 Edelman Trust Barometer shows that 59% of people in Hong Kong trust business to do what is right. While this figure signals room for improvement, it reflects a broader global pattern: in volatile times, people seek clarity—and they increasingly look to business to provide it.

Trust as a strategic advantage

Trust has evolved from a reputational nice-to-have to a strategic necessity. When people trust a company, they are more likely to support it, work for it, invest in it and forgive it when things go wrong. High-trust organizations weather crises more effectively, recover faster, and are more agile under pressure.

In Hong Kong, firms like MTR Corporation and CLP Group have maintained public confidence through long-term commitments to service reliability and sustainability reporting. MTR’s “Future-Ready” talent strategy, for example, invests in skills development, automation readiness and ESG training—a move that demonstrates accountability amid infrastructure and labour challenges.

Meanwhile, in Singapore, DBS Bank has set the benchmark for trust-led growth by integrating climate goals with commercial strategy. Its net-zero commitment and digital literacy programs are not only ESG-compliant—they reassure customers and employees that the bank is prepared for what’s next. In 2023, DBS was once again named “Safest Bank in Asia” by Global Finance, a title it has held for 15 consecutive years.

Yet trust isn’t a cure-all. Over-reliance on predictability can limit innovation. In highly regulated industries, the desire to avoid reputational risk may suppress the experimentation needed for breakthrough progress. Business leaders must recognize that resilience requires not just stability—but strategic adaptability.

Predictability through leadership

Leadership today means more than hitting financial targets. In an era where stakeholders expect companies to take stances on climate change, affordability and workforce equity, predictability hinges on how clearly and consistently a company lives its values.

This is particularly urgent in Hong Kong, where economic uncertainty, housing affordability, and the accelerating pace of automation are pressing concerns. A 2023 survey by the Hong Kong General Chamber of Commerce revealed that 74% of businesses were grappling with talent shortages, with 61% reporting that the issue had persisted for one to three years. In parallel, a 2024 report from the Hong Kong Institute of Human Resource Management noted that digital transformation is reshaping manpower needs, with growing demand for IT and technical support roles. 

In response, companies like HSBC Hong Kong have launched future skills development programmes such as the HSBC Future Skills Development Project and the HSBC x JA Company Programme. These initiatives collectively serve thousands of youth and mid-career professionals annually, aiming to enhance financial literacy, entrepreneurship, and digital competencies. Such efforts not only address workforce gaps but also reinforce the organisation’s long-term commitment to community resilience and inclusive growth.

Externally, predictable leadership means consistent stakeholder engagement. For example, Hong Kong Exchanges and Clearing (HKEX) holds regular ESG briefings and has integrated sustainability disclosures into listing requirements. This kind of proactive communication aligns business priorities with public expectations and reduces reputational risk.

But not every stakeholder will agree with a company’s stance. Taking positions on social issues—while sometimes necessary—can alienate some customers, shareholders or regulators. That is the trade-off of principled leadership: not everyone will align, but those who do, will do so with stronger conviction.

The power of partnership

In a fragmented world, collaboration is the new multiplier. No single institution—government, corporate or civic—can solve society’s challenges alone. But together, we can create shared value that extends beyond quarterly returns.

In both Hong Kong and Singapore, NGOs are often viewed as more ethical, while businesses are seen as more competent. The greatest impact occurs when these strengths converge. A prime example is Swire Coca-Cola Hong Kong, which has partnered with various NGOs and the Environmental Protection Department on large-scale recycling and waste-reduction initiatives. This shows how public-private collaboration builds trust across sectors.

These partnerships don’t just demonstrate values in action—they enhance predictability by aligning corporate activity with broader social agendas.

A Call to Lead with Clarity

This is a defining moment for business leaders. Trust and predictability are no longer abstract values—they are practical tools for navigating complexity. But let us not confuse predictability with rigidity. Leaders must be steady but not static. They must lead with principles but respond with flexibility.

That means balancing clarity with creativity. Speaking consistently, but not dogmatically. Staying the course, while knowing when to pivot.

In doing so, businesses won’t just endure disruption—they’ll shape what comes next.

Because trust isn’t just a reputational asset. It’s a strategic one. And in an unpredictable world, it may be our most enduring source of advantage.

Delicia Tan is CEO of Edelman Hong Kong, Taiwan and Singapore