It is not a matter of predicting everything but to be ready for anything.
The last guide of the European Commission for the Assembly of Home Emergency Communities – with the bottled water list, short wave radio, and pasta cooking supplies in the midst of disaster – can be read as a booklet for contemporary chaos.
But behind its apparent naivety lies a distorted mirror of the reality of business. It should also be asked if this type of message, along with its practical benefit, does not seek to generate a narration of the permanent alert that ends with the normalization of the exception.
If citizens should be ready to capture power outages or domains, what is the level of flexibility expected from companies in the era of constant uncertainty? The answer is to translate the logic of survival into the language of companies, where the black swans stopped being exceptions and became part of the scene.
The European logo is frequently “ready for anything” in the corporate corridors operating in VUCA environments – volatile, unconfirmed, complicated and mysterious. In this context, crises are no longer a break, but the permanent background of operations.
The public’s recommendation to store water is equivalent to the need for critical liquidity. These are not just financial pillows, but the lifeline for the times when the markets evaporate at the speed with which a blessing in the sun is evaporated.
Intellectual noodles, commercially, is the need for diversity. Just as it is not good to feed exclusively on energy bars, no business model can be maintained if it depends on one product, customer or market.
The companies that survived the latest global trauma participate in one of the characteristics: the various portfolios that are balanced in a field with growth in another field. In a world in which decisions such as Trump’s tariff or an unexpected pandemic can be restored within days, diversity is not an option but rather a basic preventive action.
The long -wave radio paradox – that tool that works when everything else fails – is linked to the excessive connection paradox in the institution. Although there are more data than ever, many organizations are still suffering that crises are brewing in the sight of the horizon.
However, both local groups and commercial emergency plans share a common state: often remain on paper. The European Union proposes 64 alert measures for citizens, more than anyone who remembers in a real emergency.
At the corporate level, only many plans are designed to comply with audit operations. But the real preparation requires a real simulation. What will the team do if the competitor launches the same product tomorrow at half the price, supported by elegant intelligence? What if the regulations prohibit basic work?
These exercises, when taken seriously, allows to detect hidden weaknesses and adjust the strategy without waiting for a disaster.
The most difficult component in the modern survival set is an anti -assault driving. In the face of the temptation of management from fear or denial, managers must develop what some psychologists call a “catastrophic growth mentality”: the ability to see every crisis is an opportunity to transform.
This is not a naive romance in the face of collapse, but strategic pragmatism. During the epidemic, the fastest technologically advanced companies, but those that have teams are able to make decisions under extreme pressure.
Europe’s insistence on predicting scenarios that cannot be imagined about an uncomfortable truth: the exceptional has become the base. Organizations that live the largest will not be the largest, but those that develop light movement to adapt over and over again.
In this new framework, the real business survival group can be summarized in three elements: liquidity to endure financial storms, diversity of shock absorbers, and a culture capable of sounding without losing its path. Everything else – from the evidence of crisis to predictive algorithms – is just reinforcements.
While governments are training plans to deal with massive power outages or traditional wars in Europe, companies face reasonable end of the world: coincidence electronic attacks, severe fluctuations in goods, or even epidemics arising from ice melting.
In the face of all this, the most valuable lesson of the European group may not be logistical, but it is psychological: to understand that stability is a legend, and that the only possible preparation is to build organizations not only standing in front of shocks, but develops through them.
The original article in the Spanish language published in Canarias7:
