In the past few years, we’ve witnessed unprecedented disruptions—from global pandemics to supply chain breakdowns to geopolitical instability—that have tested the very core of how organizations operate. These events have underscored a simple truth: resilience is not just a buzzword; it is fundamental to survival and success. As both a futurist and a Swedish Armed Forces squad leader, I know that preparedness and resilience are more than merely having contingency plans on paper—they need to be woven into the very fabric of organizational strategy and culture.
1. Preparing for the Unexpected
Most organizations, even those that consider themselves forward-thinking, tend to plan based on predictable patterns. But today’s world is not predictable. A robust preparedness strategy goes beyond stockpiling resources or investing in backup systems. It involves scenario planning and wargaming potential crises so that when radical change occurs, individuals already know how to respond. This sort of foresight planning, widely used in military contexts, empowers organizations to face sudden disruptions with confidence and agility.
2. Resilience as a Cultural Imperative
“Resilience” is often conflated with flexible supply chains and diversified production lines. While these elements are important, they address only part of the challenge. Real resilience stems from a corporate culture that prizes adaptability, creative problem-solving, and shared responsibility across every level of the organization. In the Swedish Armed Forces, we train each squad member to take initiative if circumstances require a rapid response, not just follow orders. By fostering this mindset—where individuals are encouraged to act decisively and adapt in real time—companies can cultivate an environment where resilience is an instinct, not an afterthought.
3. Harnessing Crisis for Opportunity
Crises are moments of severe pressure but also moments of unique possibility. Economic downturns often drive innovation because organizations are forced to rethink old models. When normal operations no longer suffice, new products, services, and processes emerge. Consider how the COVID-19 pandemic accelerated digital transformation across many sectors; companies that leaned into opportunities (e.g., remote work, telemedicine, e-commerce) managed not only to survive but in many cases to thrive. By seeing crisis as an opportunity to experiment and evolve, organizations transform stress into growth.
4. Leadership Beyond Hierarchy
In any crisis, the speed and clarity of leadership can determine the difference between swift recovery and debilitating chaos. Military structures—often perceived as rigid—actually rely on decentralization and empowerment when engaged in high-pressure scenarios. Squad leaders on the ground must have the authority to adapt tactics in real time. Similarly, in a corporate setting, decision-making power can’t be bottled up at the top. To be truly resilient, leaders must trust teams to respond quickly and creatively, even if that means adapting organizational processes along the way.
5. Building Resilience into Strategy
Resilience and preparedness are not one-off initiatives. They require consistent investment—time, resources, training, and attention at the leadership level. This includes:
- Regular Audits and Simulations: Periodic stress tests and scenario analyses to identify vulnerabilities and plan responses.
- Cross-Functional Collaboration: Breaking silos and ensuring that knowledge, data, and responsibilities are shared across different teams.
- Talent Development: Equipping employees with critical thinking, problem-solving, and adaptive leadership skills.
- Continuous Improvement Culture: Encouraging a mindset of learning from every failure or close call, and institutionalizing that knowledge.
Ultimately, building organizational resilience is a holistic undertaking—it touches culture, leadership, strategy, and operations. When these elements align, companies are better able to survive unpredictable upheavals and even transform challenges into catalysts for growth and innovation. The lesson is clear: investing in resilience now, before the next crisis strikes, will pay dividends in both stability and opportunity.
