{"id":29451,"date":"2023-07-06T14:00:12","date_gmt":"2023-07-06T12:00:12","guid":{"rendered":"https:\/\/cabreramc.com\/business-antifragility-beyond-resilience\/"},"modified":"2023-07-06T14:00:14","modified_gmt":"2023-07-06T12:00:14","slug":"business-antifragility-beyond-resilience","status":"publish","type":"post","link":"https:\/\/cabreramc.com\/en\/business-antifragility-beyond-resilience\/","title":{"rendered":"Business antifragility: beyond resilience"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]\n

“Not seeing a tsunami or an economic crisis coming is excusable; Building something fragile to cope with uncertainty is not.” Nassim Nicholas Taleb “Antifragile: the things that benefit from clutter”<\/p><\/blockquote>\n[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]In today’s disruptive world, businesses face several external and internal factors that influence their ability to survive and thrive. While resilience offers a defensive approach to facing emerging crises, in today’s reflection I propose to explore antifragility as an offensive approach, to take advantage of emerging crises to adapt and thrive in the future. It’s about not only resisting threats or unpredictable changes, but also emerging stronger.<\/p>\n

Antifragility teaches us how organizations can benefit from clutter and disruption<\/strong> , if instead of avoiding uncertainty, they optimize to adopt the variability inherent in today’s business environment.[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]\n

Resilience: the art of survival<\/h3>\n

You may be familiar with the concept of resilience, which is generally used to express the ability of a material to recover its original shape after being subjected to high pressures, that is, it refers to the ability to adapt and recover from adverse situations. Applying the concept to the business world, we refer to the ability of companies to overcome and adapt to changes, whether internal or external, and move forward.<\/p>\n

Resilient businesses are preparing for disruption and are able to adapt, resist and recover quickly, based on three interconnected pillars: Financial resilience<\/strong> which allows the organization to better prepare to withstand events that affect liquidity, revenue, and assets. Second, operational resilience:<\/strong> to ensure that the organization can assimilate the effects of disruption on its operations, technology, facilities and supply chains. And finally the resilience of brand reputation:<\/strong> to control the impact of crises and risks on the reliability of the brand and the trust of its stakeholders.<\/p>\n

Resilience has been a central theme in our lives during the Covid-19 crisis. Faced with this overwhelming scenario, we have seen the resilience of people to withstand a devastating virus and the resilience of health and wellness systems to maintain health services in the face of exponential growth in demand. We have also seen the resilience of companies that have been forced to rethink their working models and scale infrastructures to enable remote work and not have to close.<\/p>\n

Hence, as a result of the crisis. Resilience has become high on the strategic agenda of many innovative leaders,<\/strong> who seek to draw lessons to increase their preparedness for future crises. However If disruption is the new normal, it is necessary to go beyond resilience, because this concept does not sufficiently take into account organizational growth and prosperity after adversity.<\/strong> Transformative leaders want their organizations to go beyond not only recovering from adversity, but being able to adapt and thrive in the new context by increasing organizational capacity for innovation and reinvention.[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]\n

Antifragility: from surviving to thriving<\/h3>\n

\"\"<\/a><\/p>\n

A powerful way to approach disruption from a growth perspective is the relatively new concept of antifragility. Coined by Nassim Nicholas Taleb, in his book “Antifragile: The Things That Profit from Disorder.” The central idea behind this book is simple and quite tempting. Taleb divides the world and everything in it<\/strong> (people, things, institutions, ways of life) into three categories:<\/strong> the fragile, the robust, and the antifragile. You are fragile<\/strong> , if you avoid clutter and disruption for fear of the clutter they may cause in your life: you think you are keeping yourself safe, but in reality you are becoming vulnerable to the impact that will tear everything apart. You are robust,<\/strong> if you can withstand the blows without flinching and without changing who you are. But you are antifragile<\/strong> , if shocks and disruptions make you stronger and more creative, better able to adapt to each new challenge you face. Resilient resists shocks and stays the same; The antifragile improves.<\/strong><\/p>\n

From a business perspective, robustness allows us to face challenges and resist, while resilience gives us the ability to bounce back. Antifragility helps us, not only to overcome adversity, but to see disruption as an opportunity to improve the flexibility and adaptability of the organization to the environment.<\/strong> It is about accepting changes, and seeing in disruptions an opportunity to continue learning, find meaning and benefit to what happens. Instead of asking why it happens, asking how we can transform disruption into an innovation opportunity.<\/p>\n

\"\"<\/a>[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]Antifragility, as the ability not only to survive but also to emerge stronger from external shocks, has become a strategic priority for many organizations.<\/strong> As the COVID-19 coronavirus swept across the globe, businesses and public sector organizations had to reconfigure themselves overnight to protect lives and meet radically different patterns of demand and compliance. COVID-19 has undoubtedly been the greatest catalyst for digital transformation in all types of organizations and in all sectors, advancing their digitalization ten years in just a few months. Antifragile organizations like Amazon. Netflix or Amazon with digitally enabled, weakly coupled and distributed workforces and infrastructures have shown that it is possible to become more flexible, adapt and emerge stronger from crises such as COVID-19.<\/p>\n

The work of the antifragile organization does not cease when we have recovered from the disruption and the organization returns to balance. Instead, this is the trigger for the post-impact organization to start thinking about its next phase of transformation and growth.<\/strong> By leveraging lessons learned during COVID-19 crisis management, an anti-frail organization can accelerate its transformation, eliminating the pre-crisis inertia that prevented it from achieving its transformation goals. In this way, an anti-fragile company can, over time, reinvent itself, rise to new heights, and emerge from disruption with renewed purpose by taking advantage of the challenges of disruption to develop new capabilities, adapt its structure, develop a more agile culture, discover new growth drivers and thus transform disruption into an opportunity for innovation and growth.[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]\n

The five pillars of antifragility<\/h3>\n

Building strong companies that not only survive but thrive in times of disruptive change means strengthening them and making them “antifragile.” However, the million-dollar question remains: How does an antifragile organization become? What are the steps you should take to start enhancing your antifragile nature?<\/strong>.<\/p>\n

When organizations ask about antifragility, it’s often because a crisis forces leaders to challenge their assumptions about the market and performance and experiment with new approaches. But it is not necessary to wait for a serious situation. Oddly enough, there are ways to design your company so that it can accept, rather than try to avoid, uncertainty and constant change.<\/strong><\/p>\n

Here are five pillars we’ve validated<\/strong> over the past two years helping many businesses large and small across our country overcome COVID-19 disruption and leverage lessons learned to prepare for future disruptions. I think they are practical tips that can serve as aroadmap to antifragility<\/strong> , and help you build an organization capable not only of overcoming new challenges, but also of emerging stronger in the face of adversity.<\/p>\n

Start by adopting an anti-fragile mindset with your team. By primarily following an anti-fragile mindset, rather than an optimization and profitability mindset only, the organization will be able to better adapt to uncertainty and learn not only to survive but to thrive in the face of adversity. From there…<\/p>\n

    \n
  1. It facilitates experimentation to strengthen you with failures and continuous learning.<\/strong>A simple way to start is to reduce frailty. For example, we know that the risk aversion of the corporate immune system of hierarchical organizations creates fragility, since it confuses the unknown with the non-existent, and prevents us from exploring the new reality by taking reasonable risks and preparing to build the future with better information. Antifragile organizations deliberately seek volatility by introducing uncertainty into their day-to-day operations, so that when external shocks appear, they are ready to deal with them.<\/li>\n
  2. Decentralize, diversify and duplicate key resources.<\/strong> It moves decision-making to the front line, close to the customer. Autonomy and self-organization are key to antifragility in a complex world. Make sure you have enough rebels in your organization. Rebellious people tend to have an antifragile mentality, they are people of ideas, positive, able to see things not for what they are but for what they can become. They are demanding and creative people, born to rebel. They are essential in innovation teams, without their help significant large-scale innovation is unlikely to emerge.<\/li>\n
  3. Create ambidextrous organizations<\/strong> in which the innovation arm has the same power as the existing business. Create an innovation portfolio that includes both exploration and exploitation initiatives. The combination of networked cross-functional teams, agile methodologies and reliance on frequent customer and market feedback allows organizations to adjust much faster to the challenges of a new economic cycle. Accelerate agile transformation. Make business agility a strategic competency of your organization.<\/li>\n
  4. Create a culture of continuous learning.<\/strong> Culture must be designed and cultivated. If you want to create a culture of innovation, you must do it intentionally, be a model, accept mistakes as learning, and recognize innovative behaviors. Designs, implements and manages a culture of innovation to constantly feed your innovation funnel and stay relevant. An organizational innovation consulting company like ours can help you on this path.<\/li>\n
  5. Compete with superior business models.<\/strong> Business models expire faster than ever and you don’t want to become obsolete along with their decline. Learn from startups. Competition is increasingly coming from unexpected places such as insurgent startups in addition to traditional rivals. Anti-fragile organizations like Amazon often push industry boundaries and disrupt others. Their business model or business portfolio is not the result of the area in which they work, it comes from an organization that constantly explores new ways to create value around market opportunities.<\/li>\n<\/ol>\n[\/vc_column_text][\/vc_column][\/vc_row][vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none”][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_shadow=”none” column_border_radius=”none” column_link_target=”_self” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” tablet_text_alignment=”default” phone_text_alignment=”default” column_border_width=”none” column_border_style=”solid” bg_image_animation=”none”][vc_column_text]\n

    One last thought<\/h3>\n

    I hope I have not overwhelmed you with today’s reflection, I am aware that the concept of corporate antifragility is not easy to assimilate in a first reading. The key point is this: in the face of the uncertainty of a world where disruption is the norm, it is not enough to be resilient and overcome the crisis so that everything remains the same, it is necessary to go further. It is necessary to learn from our adversities and emerge strengthened and prepared to address future disruptions. Business as usual is not an option. The good news is that this is not a management fad or an attractive new concept: it is a fundamental change to learn to grow in uncertainty. The bad news, as W. Deming said, is that “There is no need to change; Survival is not mandatory.”[\/vc_column_text][\/vc_column][\/vc_row]\n","protected":false},"excerpt":{"rendered":"

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Nassim Nicholas Taleb\" \/>\n<meta property=\"og:url\" content=\"https:\/\/cabreramc.com\/en\/?p=29451\" \/>\n<meta property=\"og:site_name\" content=\"Jos\u00e9 Cabrera\" \/>\n<meta property=\"article:published_time\" content=\"2023-07-06T12:00:12+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2023-07-06T12:00:14+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/i0.wp.com\/cabreramc.com\/wp-content\/uploads\/2022\/02\/Antifrafilidad_3.png?fit=1696%2C952&ssl=1\" \/>\n\t<meta property=\"og:image:width\" content=\"1696\" \/>\n\t<meta property=\"og:image:height\" content=\"952\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/png\" \/>\n<meta name=\"author\" content=\"Jos\u00e9 Cabrera\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Jos\u00e9 Cabrera\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"13 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451\"},\"author\":{\"name\":\"Jos\u00e9 Cabrera\",\"@id\":\"https:\\\/\\\/cabreramc.com\\\/#\\\/schema\\\/person\\\/2d183e83f0bc38bbcfe25817b6b609fe\"},\"headline\":\"Business antifragility: beyond resilience\",\"datePublished\":\"2023-07-06T12:00:12+00:00\",\"dateModified\":\"2023-07-06T12:00:14+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451\"},\"wordCount\":2678,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/cabreramc.com\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/i0.wp.com\\\/cabreramc.com\\\/wp-content\\\/uploads\\\/2022\\\/02\\\/Antifrafilidad_3.png?fit=1696%2C952&ssl=1\",\"keywords\":[\"antifragility\",\"Antiphr\u00e1g\u00edl\",\"collaboration\",\"crisis\",\"Innovation\",\"resilience\",\"uncertainty\"],\"articleSection\":[\"Business agility\",\"Innovation\",\"Trending\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451\",\"url\":\"https:\\\/\\\/cabreramc.com\\\/en\\\/?p=29451\",\"name\":\"Business antifragility: beyond resilience - 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