Resilience is not an end goal but a process

Building resilience is not a one-time fix; it is an ongoing process that requires different ways of learning and doing during periods of rapid change, gradual change, and relative stability. As older systems that evolved under past conditions begin to fail in meeting current challenges, opportunities arise for new relationships and structures better aligned with present realities. Emerging systems have the potential to adapt and grow stronger through these transitions. This adaptive cycle creates opportunities to build resilience, but also introduces risks that must be carefully managed.

Rapid change: crisis as a catalyst for innovation

During phases of rapid change, such as the outbreak of a crisis, system resilience is weakened. As old practices and structures break down, a space is created where both risks and opportunities can emerge. Coping, adaptive, and transformative strategies are needed to respond effectively and support resilient approaches. Learning from past experiences can strengthen emergency responses and coping capacities. At the same time, new resources and strategies are likely to emerge, and innovative actors—such as entrepreneurs or visionary civil society leaders—can guide the system toward new adaptive and transformative pathways. For example, cities recovering from disasters, such as a major fire or a devastating earthquake, often implement zoning reforms, invest in more resilient infrastructure, and introduce new housing policies that transform urban systems. Periods of rapid change can also spark institutional innovation, such as the creation of new public agencies, the establishment of new emergency funds, or the implementation of water management frameworks. Disruption can create opportunities for experimentation in governance. These examples demonstrate how rapid-change phases can act as catalysts for innovation, opening space for novel ideas and new paradigms that depart from rigid, legacy approaches.

Weaving old and new knowledge for transformative pathways

Even though resilience is rooted in change and a forward-looking perspective, innovation around resilience does not mean discarding the past. Memory, past learning, and traditional knowledge have a vital role to play. When traditional or marginalised knowledge systems are ignored, blind spots can emerge and mistakes might be repeated. In contrast, combining old with new knowledge and practice can lead to the emergence of more inclusive and effective solutions. Mexico’s production of agave for tequila spirit combines pre-Hispanic fermentation techniques with European distillation methods and contemporary technologies. This collaboration demonstrates how combining old and new knowledge can create innovative approaches (see Must-Know #9). Importantly, phases of rapid change also provide space for abuses of power by those seeking to consolidate control or exploit crises. Mindful leaders need to recognise these risks and ensure that systems remain transparent and inclusive, accommodating diverse perspectives and ideals. When diversity flourishes, a space is created for novelty and innovation (see Must-Know #5).

Gradual change: scaling and consolidating innovations while avoiding rigidity

During a period of gradual change, resilience is maintained by testing, scaling, and institutionalising any innovations that emerged during the period of rapid change. To effectively scale and develop these innovations, ongoing adaptation, close monitoring, continuous learning, and coordination across scales are essential. Over time, innovations can become standard practice. But stability brings its own risks, especially rigidity. As innovations become institutionalised and entrenched, those benefiting from the status quo may resist further change. Systems can become “locked in”, overly uniform, or too connected, which decreases resilience to future shocks. Breaking free from such rigidity requires coordinated efforts across local, regional, and global scales to dismantle outdated structures, restore diversity, and enable new cycles of innovation and learning. During stable periods, resilience can be built quietly through ecological, social, and institutional practices. In old forests, steadily working over a period of decades to maintain biodiversity and healthy soils can reduce a forest’s vulnerability to pests, fire, and climate shifts. Agricultural systems can also benefit from this slow resilience. Australian wheat farmers developed drought-tolerant varieties and adaptive technologies during stable growing seasons, thus enabling existing levels of production to persist despite gradual changes in soil salinity and fluctuating wheat markets. Social resilience can also be strengthened in this way. Strong community networks and local knowledge built during steady times can provide the capacity to cope when economic or environmental shocks to the system take place.

Leadership and anticipation: knowing when and what to change

Resilient leadership means knowing when to push for change, and when to focus on maintaining stability. Leaders looking to strengthen resilience are able to anticipate shifts, are willing to experiment with existing strategies, and are keen to combine old and new ideas (see Must-Know #2). This anticipatory capacity is key. Visioning and scenario-planning tools can help leaders explore alternative futures, spot trends, and challenge assumptions. Understanding how innovation, experimentation, and continuous learning work within phases of rapid and gradual change is vital to creating more resilient and fair systems that avoid the traps of power, rigidity, and injustice. Approaching resilience in this way creates opportunities to spot new pathways, chart a course, and support change that leads to better futures.