As populations age across the developed world, concern is growing not only about aging itself, but also about whether adequate care will remain accessible. This anxiety suggests that long-term care systems are nearing structural limits, and that simply increasing funding will no longer be enough. Long-term care must therefore be repositioned from a peripheral area of social security to a core system that supports societal viability. A more resilient care system should be built around four requirements: sustainability, equity, sufficiency, and workforce supply.

We propose six levers to meet these requirements: delaying the onset of care needs, expanding service provision, improving productivity, supporting family caregivers, growing the care workforce, and evolving funding models. By combining these levers and tracking their impact, policymakers can move beyond reactive measures and build a more flexible, robust system. For business leaders, aging and care also have direct implications for markets, talent, and competitiveness. The care challenge should be seen not only as a social risk, but also as an opportunity for value creation through practical, real-world responses.