According to the firm Deloitte, which wanted to measure with 2,000 senior executives which companies were most successful in managing disruptions during COVID-19, it is the resilient organizations that have most easily succeeded in emerging, those that have adapted their decision-making and operational processes to the new reality imposed by the crisis:
- The first characteristic of a resilient business is preparation.
- The second winning attribute is that of adaptability.

Collaboration at all levels of the organization has helped accelerate decision-making, reduce risk and drive innovation. Eliminating silos was, according to executives, the most important strategic initiative they took before and during the pandemic.

Resilience will soon no longer be an option, but the great necessity of the century.

Resilience, existential dynamics:
For leaders and managers, developing resilience requires a different perspective on reality, with a view to better use of intervention strategies.
Once linear and predictable, our world has become VUCA [volatile, uncertain, complex, ambiguous). This acronym, popularized in France in 2005, is used to describe the societal, economic, technological and environmental transformations facing companies.

The ability to trust oneself, others, and even the world, especially in an anxiety-provoking context, as well as the faculty of discernment that characterizes resilience, are necessary to allow companies to make the best possible choices in an uncertain and unpredictable environment. .

Resilience in business, a new area of management?