The COVID-19 pandemic was not just a health crisis, it was a multi-layered operational disruption that tested the resilience of organizations worldwide. Over the course of the initial outbreak and through the waves that followed, I had the opportunity to support more than half a dozen global organizations, each with distinct footprints, missions, and risk profiles. The scale and diversity of needs made this both one of the most demanding and most illuminating periods of my professional practice.

In the last year alone, CEO turnover reached historic highs across the S&P 500. Leadership changes are surging, driven by burnout, activist pressure, and shifting board expectations. But while headlines focus on who’s leaving, the real story is who (and what) comes next.

When senior leaders exit without warning or preparation, the disruption isn’t just internal. It ripples through markets, erodes trust, and exposes operational gaps that even the best crisis plans can’t patch in real time.

In boardrooms, supply chains are often discussed as cost centers, efficiency engines, or procurement puzzles. But in a world where geopolitical tension, trade weaponization, and component scarcity can halt operations overnight, supply chains must be understood for what they truly are: infrastructure. And like any infrastructure, they need to be resilient by design.

When power systems failed across Spain and Portugal, and a major cyberattack disrupted retail operations in the UK, the headlines focused on outages, service delays, and economic impact. But behind the noise was something quieter, and more consequential: a wide-ranging test of resilience across borders and affecting multiple sectors.

In crisis work, there are few situations more complex or emotionally charged than a tragic loss of life. One organization I supported experienced just such an event: a devastating overseas accident that resulted in multiple fatalities and serious injuries, affecting all but two members of the country team. The moment called not only for decisive action, but for an extraordinary level of coordination, care, and clarity under pressure.

In today’s dynamic global environment, it's easy to conflate resilience with business continuity planning (BCP). After all, both aim to protect the organization and sustain operations under stress. But true resilience is far more than documented procedures and backup systems. It's a living capability rooted in culture, leadership, and adaptability.

Organizations that treat crisis response as a path back to normalcy risk missing the full potential of resilience. Recovery gets systems back online. Resilience asks: what can we learn, adapt, and strengthen so we're better positioned next time?

Most organizations view crisis response as a defensive maneuver—mitigating damage, restoring function, managing reputation. But resilient organizations go further. They use disruption as a proving ground for innovation, alignment, and momentum. In short, they turn response into advantage.

Many organizations are confident in their crisis and continuity plans—until the moment they need to use them. That’s when reality reveals what the binder missed. The better test of resilience isn’t how complete your documentation is. It’s how your team responds under pressure. That’s where simulations come in.