In my last article, I explored how resilience isn’t just about grit or well-being; it’s about building systems that protect performance and human capacity under pressure. This next chapter continues that transformation by focusing on where resilience meets reality: in how organizations lead on safety, trust, and execution,
The Resilience Transformation In my previous article, I explored how tariffs, inflation, and rising acquisition costs are reshaping fleet and asset strategies—and how these pressures underscore the need for truly resilient organizations. As we tackle these current challenges, there’s a compelling case for building organizational resilience—not just
As transportation professionals, the recent surge in tariffs may feel like déjà vu. From the ripple effects of COVID-19 to supply chain breakdowns and geopolitical instability, these disruptions have become the norm—not the exception. Tariffs are simply the latest reminder of how fragile our interconnected systems can be. So
As organizations race to stay competitive in a volatile, uncertain, complex, and ambiguous (VUCA) world, many have embraced resilience as a strategic priority. But too often, resilience is treated as a leadership mindset or cultural aspiration—disconnected from the daily systems, behaviors, and decisions that shape real outcomes. To sustain