Page 241 - The Resilient Organization

226 Conclusion

Table C.1 Resilient Responses to the Challenges Ahead
Big Challenges Ahead Resilient Responses
Extreme religious-political Tempered by international collaboration
movements and culture of moderation?
Lots of unemployed young men Surge of entrepreneurship and business
venturing?
Radical changes in Earth’s climate Technological tidal wave?
Undepressable desire to grow rich New global and social responsibility?
in China
Global pandemics in disease, Global institutional governance?
finance, fashion
Growing urbanization The fast spread of innovation in cities?
Aging of population in developed A voice of tolerance and mature
countries wisdom?
Virtualization of work (and some Increased reach and productivity?
kinds of fun)
Accentuated economic cycles Instant morphing (mirroring of change)?
The increasing isolation of the Rise of the middle class in emerging
superrich countries?
Social media domination in (credible) Reformation (and reinstitution) of
communication authority?
Guerrilla warfare and issue-fighting Multiplication of decentralized, open
tactics organizations?
Global fragmentation of political Newly found consciousness and activity
power for sustainability?

those between the ages of 15 and 24) averages between 20 and 25 percent
(Dhillon & Yousef, 2009). In China, there are some 120 men to every 100
women. At the minimum, women will need to highly resilient! And global
pandemics—viral as well as financial—will tax every resource we have.
Throughout this book, I have called this proactive, forward-looking
style strategic resilience. While resilience is a matter of management, it
always includes some luck too. The rise in resilience as a management
strategy is the topic of this book.
My central thesis is that resilience is something that needs to be
rehearsed, not just planned for. Resilience is similar to being in shape. With