// FEATURE //
HE GLOBAL BUSINESS
T landscape has shifted beneath our feet. Trade tensions, policy shifts and political changes are increasingly shaping the way companies operate, making some traditional strategies less effective. The days when businesses could confidently set longterm plans have given way to an environment where adaptability is key.
Against this backdrop, the IMF’ s latest outlook underscores a sobering reality: growth is slowing, and the old rules no longer apply. For businesses, this isn’ t just a warning, it’ s a call to action. The organisations that will survive and thrive are those willing to rethink resilience from the ground up.
Dieter Halfar, Partner, Elixirr
From traditional resilience to ultra-resilience
For decades, resilience in business meant having contingency plans and buffers, a few alternative suppliers, some excess inventory and a crisis protocol filed away for emergencies. These measures worked in a world where change was gradual, giving companies time to react and
// adjust course.
But today’ s disruptions don’ t unfold over quarters or years, they hit in days or even hours. Sudden tariffs, regulatory changes or supply chain shocks can upend plans overnight. Traditional approaches, built on assumptions of gradual change and stable environments, leave organisations exposed.
True resilience now demands an entirely new approach, a kind of corporate toughness that’ s not just reactive, but deeply proactive. This is where‘ ultra-resilience’ plays a key role.
The anatomy of ultra-resilience
Ultra-resilience is more than just a buzzword. It’ s a comprehensive strategy that rewires how organisations operate at every level. Instead of depending on slow, top-down decisionmaking, ultra-resilient companies push
TRUE RESILIENCE NOW DEMANDS AN ENTIRELY NEW APPROACH, A KIND OF CORPORATE TOUGHNESS THAT’ S NOT JUST REACTIVE, BUT DEEPLY PROACTIVE.
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