p.2 Strategic resilience is not about responding to a onetime crisis. It's not about rebounding
from a setback. It's about continuously anticipating and adjusting to deep, secular trends that can
permanently impair... It's about having the capacity to change before the case for change becomes
desperately obvious.
p.2 The quest for resilience can't start with an inventory of best practices... Instead,
it must begin with an aspiration: zero trauma. The goal is a strategy that is forever morphing, forever
conforming itself to emerging opportunities and incipient trends. The goal is an organization
that is constantly making its future rather than defending its past.
p.3 It is precisely because resilience is such a valuable goal that we must commit
ourselves to making it an attainable one.
p.5 To be resilient, an organization must dramatically reduce the time it takes to go from
"that can't be true" to "we must face the world as it is."
p.7-8 Life is the most resilient thing on the planet... So what is the essential thing that life teaches
us about resilience? Just this: Variety matters... A high degree of biological diversity ensures that no matter what particular
future unfolds, there will be at least some organisms that are well-suited to the new circumstances... Resilience
depends on variety.
p.8 Most companies would be better off if they made fewer billion-dollar bets and a whole
lot more $10,000 or $20,000 bets... They should steer clear of grand, imperial strategies and devote themselves instead
to launching a swarm of low-risk experiments
p.9 Success is always an exception. To find those exceptions, you must gather and sort through hundreds
of new strategic options and then test the promising ones through low-cost, well-designed experiments - building
prototypes, running computer simulations, interviewing progressive customers, and the like. There is simply no other
way to reconnoiter the future. Most experiments will fail. The issue is not how many times you fail,
but the value of your successes when compared with your failures. What counts is how the portfolio performs
p.11 An accelerating pace of change demands an accelerating pace of strategic evolution, which can be achieved
only if a company cares as much about resilience as it does about optimization.
p.12 Automatic, spontaneous, reflexive. These words describe the way your body's autonomic systems respond
to changes in their circumstances.
p.12 Any company that can make sense of its environment, generate strategic options, and realign
its resources faster than its rivals will enjoy a decisive advantage. This is the essence of resilience. And
it will prove to be the ultimate competitive advantage in the age of turbulence
