What does it take for businesses to remain resilient in an increasingly unpredictable world? And how can organisations move beyond simply surviving crises to emerging stronger from them?

These were some of the central questions explored during Business Resilience in Turbulent Times, organised by the Swedish Chamber of Commerce in Lithuania and supported by Ellex Valiūnas and Saab. 

Bringing together experts from crisis management, business, cybersecurity, defence, and civil society, the event offered different perspectives on how organisations can prepare for uncertainty, respond effectively to disruptions, and strengthen their long-term resilience.

While the discussions covered a broad range of challenges, from geopolitical tensions and hybrid threats to cyberattacks and crisis communication, one message emerged throughout the event: resilience is not something that begins when a crisis occurs. It is built through continuous preparation, strong partnerships, adaptability, and leadership.

From Resilience to Antifragility: Becoming Stronger Through Challenges

One of the central themes of the event was the distinction between resilience and antifragility.

Jonas Survila from Philip Morris Baltic drew on insights from Nassim Nicholas Taleb’s book Antifragile, exploring how businesses can move beyond simply withstanding disruption to emerging stronger from it.

Drawing on Greek mythology, the book illustrated three different ways organisations can respond to challenges. The Sword of Damocles represents fragility, where success is constantly threatened by uncertainty. The Phoenix symbolises resilience, the ability to recover from setbacks and return to a previous state. The Hydra, however, represents antifragility: the ability to learn from adversity and become stronger through challenges.

Connecting these concepts to the experiences of Philip Morris in Ukraine and the Baltic states, Survila shared practical examples of how the company has navigated uncertainty, adapted to difficult circumstances, and strengthened its ability to respond to disruption.

His key message was that businesses should not only prepare to survive crises but also use them as opportunities to identify vulnerabilities, adapt, and evolve. In an increasingly unpredictable world, the ability to emerge stronger from adversity can become an important competitive advantage.

 

Preparation Is Not About Predicting Every Crisis

Dr. Ieva Gajauskaitė from the National Crisis Management Center highlighted the importance of continuous preparation and realistic expectations when it comes to crisis management.

No amount of training can fully replicate the pressure of a real crisis. People are not machines, and even the most carefully developed plans must account for human reactions and limitations.

Effective preparedness therefore requires more than written procedures. Organisations need clearly defined responsibilities, functioning systems, and the ability to operate without depending too heavily on individual employees.

It also means involving the entire organisation, starting with smaller preparedness measures, and recognising that those responsible for managing crises need support themselves.

One reflection shared by an event participant captured this idea particularly well: being prepared is not about predicting every crisis, but about building the capacity to respond when the unexpected happens.

The question for businesses is therefore not whether every possible scenario can be anticipated, but whether they have developed the structures and capabilities needed to respond effectively.

When a Crisis Hits, Communication Matters

While operational preparedness is essential, the way an organisation communicates during a crisis can be equally important.

Balys Narbutas from Fabula Rud Pedersen Group explored the challenges of crisis communication, emphasising the importance of transparency, speed, and credibility.

Crises rarely arrive at convenient moments. They may unfold when key decision-makers are unavailable or when organisations are least prepared to respond.

In these situations, remaining silent can create additional uncertainty and potentially cause greater reputational damage than the initial crisis.

Effective crisis communication requires organisations to acknowledge the situation, communicate openly, and demonstrate that concrete actions are being taken.

At its core, successful communication comes down to two essential messages: showing that the organisation cares about what has happened and demonstrating what it is doing to address the situation.

For business leaders, this reinforces the importance of establishing communication responsibilities and procedures before a crisis occurs.

 

Cybersecurity: Are Businesses Really Prepared?

As digital threats continue to evolve, cybersecurity has become a fundamental component of business resilience.

Romualdas Kuzborskis from Advisense highlighted the importance of moving beyond theoretical preparedness and examining how organisations would actually respond to a cyberattack.

Having cybersecurity measures in place is only the first step. Businesses must also verify that these measures work under pressure.

Regular stress tests, practical exercises, and cooperation between different departments can help identify vulnerabilities before they are exploited.

Cyber resilience is therefore not solely the responsibility of IT departments. It requires coordination across the organisation, clear decision-making structures, and an understanding of how digital disruptions can affect business operations.

The key question is not simply whether an organisation has a cybersecurity strategy, but whether that strategy has been tested in practice.

Strong Partnerships Build Stronger Societies

Another important perspective came from Michaela Fecko from Saab, who discussed the role of industrial cooperation and local partnerships in strengthening resilience.

In an increasingly uncertain security environment, cooperation between the defence industry, local businesses, and public institutions is essential.

Even large international companies depend on strong local networks, reliable suppliers, and effective collaboration to operate successfully.

Developing local supply chains, investing in innovation, and building long-term partnerships can strengthen not only individual businesses but also the wider economy and society.

This perspective demonstrates that resilience extends beyond the boundaries of a single organisation. It is also about contributing to collective security, taking responsibility, and building relationships that can withstand disruption.

Leadership and the Courage to Act

The event also offered a powerful perspective on resilience through the experiences of Jonas Ohman, co-founder of Blue/Yellow, an organisation supporting Ukraine.

Drawing on more than a decade of involvement in Ukraine, he shared lessons about leadership, adaptability, and the importance of taking action in uncertain circumstances.

One particularly memorable insight was that Blue/Yellow’s founders had never intended to build an organisation of its current scale. They recognised that something needed to be done and began acting.

His experience highlighted that preparation alone is not always sufficient. In rapidly changing situations, the ability to adapt, bring people together, and make decisions despite uncertainty can be just as important.

Resilience ultimately depends not only on systems and strategies, but also on people who are willing to take responsibility and act when circumstances demand it.

Building Resilience Before It Is Needed

Across the six presentations, a common understanding emerged: resilience is not a single strategy or a responsibility assigned to one department. It is an organisational capability that must be developed continuously.

Whether through crisis preparedness, transparent communication, cybersecurity exercises, industrial partnerships, or decisive leadership, the ability to navigate uncertainty depends on the actions organisations take long before disruption occurs.

As one participant reflected following the event, preparing for crises is not about living in fear. It is about knowing what to do when difficult situations arise.

For businesses operating in today’s unpredictable environment, perhaps the most important question is not simply how to withstand the next crisis, but how to build the capacity to adapt, respond, and become stronger through it.

The Swedish Chamber of Commerce in Lithuania would like to extend its sincere thanks to all speakers for sharing their valuable insights and to Ellex Valiūnas and Saab for supporting the event. 

Together, we continue to strengthen the dialogue on business resilience, cooperation, and preparedness in an increasingly complex world.