Resilience against the storm
Alexander Haldemann, CEO of Publicis Groupe, writes in m&k on selected topics at the intersection of brands, communication, and strategy. In light of recent events, he reflects on the importance of resilience in turbulent times.
Those of you who are fans of classic crime fiction may recognize the following quote: «There’s an east wind coming all the same, such a wind as never blew on England yet. It will be cold and bitter, Watson, and a good many of us may wither before its blast. But it’s God’s own wind none the less, and a cleaner, better, stronger land will lie in the sunshine when the storm has cleared.» Arthur Conan Doyle put these words into the mouth of his detective Sherlock Holmes in 1917, while World War I was raging and the European order was being thrown into disarray. Today, part of the continent finds itself in a not-unsimilar situation; and the harsh wind from the east—to stick with Doyle’s metaphor—is clearly felt even at some distance from the «eye of the storm.» After two years of the pandemic and under the influence of Russia’s war of aggression, a sense of uncertainty is omnipresent—among businesses and individuals alike. Driven by the impulse to counter the rapidly changing circumstances in at least some way, there is now widespread talk of resilience; this particular strength of the psyche that helps us «endure» stress. However, entrepreneurs know that there’s a reason the verb «resilience» contains the element “-hold.” For if we understand resilience merely as the ability to maintain the status quo—standing our ground in the storm, feet planted firmly on the ground; not taking steps backward, but also lacking the energy to move forward—then we cannot succeed in protracted crises.And as much as we all hope for better, simpler days, we don’t know whether a few more weeks, a few months, or even a longer period of global volatility lies ahead. So perhaps we need to learn to view resilience more proactively? Resilient companies would then be those that do not merely hold out and speculate that the overall situation will change in time to allow them to return to business as usual. They would be companies that implement strategic goals with foresight and consistency, while remaining agile enough to respond to short-term challenges.
According to one interpretation, resilience has four key practical implications: Resilient organizations have a compass that serves as a guiding principle, linking strategy and spontaneity. They possess the speed and courage to make quick decisions—in part by empowering employees at all hierarchical levels to take the initiative. Resilient organizations work collectively—even as a «hive mind»—grouped around a strong brand that serves as a central anchor. And they remain open—creating value not only for their customers but also for society as a whole. In this way, they do more than just weather the storms of our time. Rather, to return to the words of Arthur Conan Doyle: They also help us see the land and the sunshine that lie beyond.
* Alexander Haldemann is the CEO of Publicis Groupe in Zurich.
