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(First of two parts)
In my last article, I argued that a crisis is not just a threat. It is a sorting mechanism. It separates the leaders who freeze from the leaders who move. It shifts the advantage. It exposes weakness. It creates openings. But that raises a deeper strategic question. What kind of business is most likely to come out stronger when the world becomes more volatile?
Most CEOs answer that question with one word: resilience. It is a good word. But it is no longer enough.
A resilient business can absorb shock and keep going. It bends, but it does not break. That matters. Every serious company needs resilience. But the truly exceptional business does something more. It does not merely survive disruption.
