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Navigating Fintech Disruption

Leading Digital Transformation

The Future Of Transportation

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Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n\n\n\n

Upcoming Programs

Navigating Fintech Disruption

Leading Digital Transformation

The Future Of Transportation

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This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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  • Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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    Subscribe to get access<\/h3>\n\n\n\n

    Read more of this content when you subscribe today.<\/p>\n\n\n\n

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  • Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
  • Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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    Subscribe to get access<\/h3>\n\n\n\n

    Read more of this content when you subscribe today.<\/p>\n\n\n\n

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  • Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
  • Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
  • Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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    Subscribe to get access<\/h3>\n\n\n\n

    Read more of this content when you subscribe today.<\/p>\n\n\n\n

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    1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
    2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
    3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

      If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

      Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

      This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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      Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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      Subscribe to get access<\/h3>\n\n\n\n

      Read more of this content when you subscribe today.<\/p>\n\n\n\n

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      You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

        \n
      1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
      2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
      3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

        If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

        Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

        This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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        Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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        Subscribe to get access<\/h3>\n\n\n\n

        Read more of this content when you subscribe today.<\/p>\n\n\n\n

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        How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

        You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

          \n
        1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
        2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
        3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

          If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

          Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

          This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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          Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
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          Subscribe to get access<\/h3>\n\n\n\n

          Read more of this content when you subscribe today.<\/p>\n\n\n\n

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        4. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

          How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

          You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

            \n
          1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
          2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
          3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

            If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

            Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

            This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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            Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
            \n

            Subscribe to get access<\/h3>\n\n\n\n

            Read more of this content when you subscribe today.<\/p>\n\n\n\n

            \n
            <\/div>\n\n\n\n
            \n
          4. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
          5. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

            How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

            You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

              \n
            1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
            2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
            3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

              If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

              Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

              This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

              \n
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              Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
              \n

              Subscribe to get access<\/h3>\n\n\n\n

              Read more of this content when you subscribe today.<\/p>\n\n\n\n

              \n
              <\/div>\n\n\n\n
              \n
            4. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
            5. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
            6. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

              How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

              You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                \n
              1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
              2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
              3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                \n
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                Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                \n

                Subscribe to get access<\/h3>\n\n\n\n

                Read more of this content when you subscribe today.<\/p>\n\n\n\n

                \n
                <\/div>\n\n\n\n
                \n
                  \n
                1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                  How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                  You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                    \n
                  1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                  2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                  3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                    \n
                    \n
                    \n
                    \n
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                    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                    \n

                    Subscribe to get access<\/h3>\n\n\n\n

                    Read more of this content when you subscribe today.<\/p>\n\n\n\n

                    \n
                    <\/div>\n\n\n\n
                    \n

                    And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                      \n
                    1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                    2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                    3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                      How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                      You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                        \n
                      1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                      2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                      3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                        If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                        Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                        This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                        \n
                        \n
                        \n
                        \n
                        \n
                        \n
                        \n
                        Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                        \n

                        Subscribe to get access<\/h3>\n\n\n\n

                        Read more of this content when you subscribe today.<\/p>\n\n\n\n

                        \n
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                        \n

                        3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                        And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                          \n
                        1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                        2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                        3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                          How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                          You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                            \n
                          1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                          2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                          3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                            If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                            Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                            This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

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                            Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                            \n

                            Subscribe to get access<\/h3>\n\n\n\n

                            Read more of this content when you subscribe today.<\/p>\n\n\n\n

                            \n
                            <\/div>\n\n\n\n
                            \n
                          4. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                            3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                            And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                              \n
                            1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                            2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                            3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                              How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                              You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                \n
                              1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                              2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                              3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                \n
                                \n
                                \n
                                \n
                                \n
                                \n
                                \n
                                Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                \n

                                Subscribe to get access<\/h3>\n\n\n\n

                                Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                \n
                                <\/div>\n\n\n\n
                                \n
                              4. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                              5. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                  \n
                                1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                  How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                  You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                    \n
                                  1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                  2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                  3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                    \n
                                    \n
                                    \n
                                    \n
                                    \n
                                    \n
                                    \n
                                    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                    \n

                                    Subscribe to get access<\/h3>\n\n\n\n

                                    Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                    \n
                                    <\/div>\n\n\n\n
                                    \n
                                  4. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                  5. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                  6. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                    3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                    And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                      \n
                                    1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                    2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                    3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                      How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                      You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                        \n
                                      1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                      2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                      3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                        If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                        Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                        This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                        \n
                                        \n
                                        \n
                                        \n
                                        \n
                                        \n
                                        \n
                                        Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                        \n

                                        Subscribe to get access<\/h3>\n\n\n\n

                                        Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                        \n
                                        <\/div>\n\n\n\n
                                        \n
                                          \n
                                        1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                        2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                        3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                          3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                          And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                            \n
                                          1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                          2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                          3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                            How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                            You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                              \n
                                            1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                            2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                            3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                              If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                              Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                              This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                              \n
                                              \n
                                              \n
                                              \n
                                              \n
                                              \n
                                              \n
                                              Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                              \n

                                              Subscribe to get access<\/h3>\n\n\n\n

                                              Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                              \n
                                              <\/div>\n\n\n\n
                                              \n

                                              Next comes the structure. Do your systems let people move fast\u2014or are they trapped in bureaucracy? Can they reroute a supply chain, reallocate marketing dollars, shift customer messaging in real time? The goal is flexibility with focus. You don\u2019t want chaos. But you need room to respond. The companies that over-index on efficiency (with no room for error) usually find themselves stuck when plans go sideways. Improve your processes by:<\/p>\n\n\n\n

                                                \n
                                              1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                              2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                              3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                                3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                                And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                                  \n
                                                1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                                2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                                3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                                  How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                                  You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                                    \n
                                                  1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                                  2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                                  3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                                    If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                                    Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                                    This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                                    \n
                                                    \n
                                                    \n
                                                    \n
                                                    \n
                                                    \n
                                                    \n
                                                    Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                                    \n

                                                    Subscribe to get access<\/h3>\n\n\n\n

                                                    Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                                    \n
                                                    <\/div>\n\n\n\n
                                                    \n

                                                    2. Resilient Processes<\/strong><\/h3>\n\n\n\n

                                                    Next comes the structure. Do your systems let people move fast\u2014or are they trapped in bureaucracy? Can they reroute a supply chain, reallocate marketing dollars, shift customer messaging in real time? The goal is flexibility with focus. You don\u2019t want chaos. But you need room to respond. The companies that over-index on efficiency (with no room for error) usually find themselves stuck when plans go sideways. Improve your processes by:<\/p>\n\n\n\n

                                                      \n
                                                    1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                                    2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                                    3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                                      3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                                      And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                                        \n
                                                      1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                                      2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                                      3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                                        How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                                        You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                                          \n
                                                        1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                                        2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                                        3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                                          If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                                          Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                                          This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                                          \n
                                                          \n
                                                          \n
                                                          \n
                                                          \n
                                                          \n
                                                          \n
                                                          Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                                          \n

                                                          Subscribe to get access<\/h3>\n\n\n\n

                                                          Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                                          \n
                                                          <\/div>\n\n\n\n
                                                          \n
                                                        4. Prioritize well-being and psychological safety. <\/strong>Make sure your employees feel safe to speak up with concerns or idea \u2013 that way leaders get both early warnings of problems, and a diversity of solutions proposed<\/li>\n<\/ul>\n\n\n\n

                                                          2. Resilient Processes<\/strong><\/h3>\n\n\n\n

                                                          Next comes the structure. Do your systems let people move fast\u2014or are they trapped in bureaucracy? Can they reroute a supply chain, reallocate marketing dollars, shift customer messaging in real time? The goal is flexibility with focus. You don\u2019t want chaos. But you need room to respond. The companies that over-index on efficiency (with no room for error) usually find themselves stuck when plans go sideways. Improve your processes by:<\/p>\n\n\n\n

                                                            \n
                                                          1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                                          2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                                          3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                                            3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                                            And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                                              \n
                                                            1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                                            2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                                            3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                                              How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                                              You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                                                \n
                                                              1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                                              2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                                              3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                                                If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                                                Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                                                This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                                                \n
                                                                \n
                                                                \n
                                                                \n
                                                                \n
                                                                \n
                                                                \n
                                                                Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                                                \n

                                                                Subscribe to get access<\/h3>\n\n\n\n

                                                                Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                                                \n
                                                                <\/div>\n\n\n\n
                                                                \n
                                                              4. Foster a culture of adaptability and continuous learning.<\/strong> Encourage employees to experiment (and fail), learn new skills, and stay curious.<\/li>\n\n\n\n
                                                              5. Prioritize well-being and psychological safety. <\/strong>Make sure your employees feel safe to speak up with concerns or idea \u2013 that way leaders get both early warnings of problems, and a diversity of solutions proposed<\/li>\n<\/ul>\n\n\n\n

                                                                2. Resilient Processes<\/strong><\/h3>\n\n\n\n

                                                                Next comes the structure. Do your systems let people move fast\u2014or are they trapped in bureaucracy? Can they reroute a supply chain, reallocate marketing dollars, shift customer messaging in real time? The goal is flexibility with focus. You don\u2019t want chaos. But you need room to respond. The companies that over-index on efficiency (with no room for error) usually find themselves stuck when plans go sideways. Improve your processes by:<\/p>\n\n\n\n

                                                                  \n
                                                                1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                                                2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                                                3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                                                  3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                                                  And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                                                    \n
                                                                  1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                                                  2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                                                  3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                                                    How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                                                    You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                                                      \n
                                                                    1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                                                    2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                                                    3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                                                      If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                                                      Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                                                      This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                                                      \n
                                                                      \n
                                                                      \n
                                                                      \n
                                                                      \n
                                                                      \n
                                                                      \n
                                                                      Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                                                      \n

                                                                      Subscribe to get access<\/h3>\n\n\n\n

                                                                      Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                                                      \n
                                                                      <\/div>\n\n\n\n
                                                                      \n
                                                                    4. Cross-train and upskill<\/strong> your workforce.<\/strong> Allow as many individuals wear multiple hats and get to know as many people within your organization as possible.<\/li>\n\n\n\n
                                                                    5. Foster a culture of adaptability and continuous learning.<\/strong> Encourage employees to experiment (and fail), learn new skills, and stay curious.<\/li>\n\n\n\n
                                                                    6. Prioritize well-being and psychological safety. <\/strong>Make sure your employees feel safe to speak up with concerns or idea \u2013 that way leaders get both early warnings of problems, and a diversity of solutions proposed<\/li>\n<\/ul>\n\n\n\n

                                                                      2. Resilient Processes<\/strong><\/h3>\n\n\n\n

                                                                      Next comes the structure. Do your systems let people move fast\u2014or are they trapped in bureaucracy? Can they reroute a supply chain, reallocate marketing dollars, shift customer messaging in real time? The goal is flexibility with focus. You don\u2019t want chaos. But you need room to respond. The companies that over-index on efficiency (with no room for error) usually find themselves stuck when plans go sideways. Improve your processes by:<\/p>\n\n\n\n

                                                                        \n
                                                                      1. Tighten your feedback loops and communication. <\/strong>Overcommunicate, create protocols and forums where you can get information as fast as possible. Most of the time it will be boring and mundane, but it will save you more than once.<\/li>\n\n\n\n
                                                                      2. Build slack into your systems. <\/strong>Introduce a bit of breathing room \u2013 whether it\u2019s extra inventory of critical materials, a backup team that can be activated, or budget set aside for unexpected event.<\/li>\n\n\n\n
                                                                      3. Embed scenario planning and war-gaming into your strategy cycle.<\/strong> Normalize the act of pivoting plans on the fly. What if demand spikes 50%? What if a key supplier disappears overnight? <\/li>\n<\/ol>\n\n\n\n

                                                                        3. Resilient Technology<\/strong><\/h3>\n\n\n\n

                                                                        And yes, the tech matters. Can you trust your data? Can your product handle 10X or 100X the scale without imploding? In venture circles, we often ask: if we give a startup $1M for marketing tomorrow, while they\u2019re spending $10K today, can their system handle 100X the business in three months? Often, the answer is no\u2014and that tells us they\u2019re not ready. True tech resilience isn\u2019t just uptime. It\u2019s performance under pressure:<\/p>\n\n\n\n

                                                                          \n
                                                                        1. Invest in robust, redundant systems before they\u2019re mission-critical.<\/strong>  Look into \u201cboring\u201d systems like accounting, finance and tax. If it takes you 25 days to report your financials, it\u2019s not about regulations\u2014it\u2019s about broken data and broken processes.<\/li>\n\n\n\n
                                                                        2. Embrace modular and flexible tech. <\/strong>Track how many changes you make in a month. Hint: the more modular systems are, the more changes you can introduce.<\/li>\n\n\n\n
                                                                        3. Keep an eye on emerging tools. <\/strong>Most of them will be useless, but finding one gem will make all the difference for you.<\/li>\n<\/ol>\n\n\n\n

                                                                          How Leaders Can Build Resilience.<\/strong><\/h3>\n\n\n\n

                                                                          You, as a leader, can take immediate action today to be better prepared for the change (good or bad) tomorrow. We, at SVIC, found the few things to be most effective in getting your leaders ready. With or without our help try to do the following:<\/p>\n\n\n\n

                                                                            \n
                                                                          1. Immersive visits to innovation hubs:<\/strong> We believe exposure is a powerful teacher. SVIC regularly hosts immersive visits for executives to places like Silicon Valley (and across the globe), where they can meet with companies at the cutting edge of technology and new business models. These visits aren\u2019t just business tourism \u2013 they\u2019re about shaking leaders out of the day-to-day mindset<\/strong> and inspiring them to see challenges through a new lens. It\u2019s essentially stress-testing one\u2019s thinking by seeing how the most inventive organizations operate. Leaders return from these visits with fresh insights and a broader toolkit for problem-solving under pressure.<\/li>\n\n\n\n
                                                                          2. Time to slow down and think:<\/strong> In a world of Slack messages, back-to-back meetings, and crisis du jour, it\u2019s rare for executives (especially in large corporates or public offices) to get dedicated time to pause and reflect<\/strong>. SVIC deliberately carves out this space. Through our engagements, we create environments where leaders can step away from firefighting, digest what they\u2019ve learned, and ask deeper questions about their organization\u2019s direction. This could be during a multi-day executive immersion program or facilitated roundtable discussions. By slowing down, leaders often realize they\u2019ve been so busy sailing the ship that they haven\u2019t scanned the horizon. Help them take that strategic pause \u2013 to query assumptions, envision different futures, and reimagine \u201cwhat could we do better now to avoid disaster later?\u201d It\u2019s a bit like a mindfulness retreat meets strategy session, and it\u2019s amazing how many \u201caha\u201d moments happen when people are given permission to think deeply.<\/li>\n\n\n\n
                                                                          3. Scenario planning and strategic war-gaming workshops:<\/strong> Perhaps the most direct way to build resilience is by running interactive scenario and war-gaming sessions. We set up realistic simulations \u2013 some focused on upside opportunities (like a sudden market surge or a breakthrough technology appearing) and others on downside crises (like a supply chain collapse or a reputational scandal). Cross-functional teams of executives must navigate the scenario in a compressed timeframe, making decisions with incomplete information, just as in real life. We\u2019ve seen companies discover unnoticed process flaws and also untapped leadership talents through this method. By rehearsing both the seize-the-moment scenarios and the keep-the-lights-on crises, organizations build muscle memory for agility. <\/li>\n<\/ol>\n\n\n\n

                                                                            If I\u2019ve learned anything from Wall Street and Silicon Valley, it\u2019s this: the next crisis won\u2019t wait for you to get ready<\/strong>. Build now. Move now. Test now. That\u2019s how you end up not just surviving\u2014but accelerating.<\/p>\n\n\n\n

                                                                            Everything discussed in this letter \u2014 from empowering teams and modernizing infrastructure to sharpening leadership thinking and building operational resilience \u2014 is at the heart of our upcoming executive program, the C-Suite Innovation Lab: AI, Digital Transformation, and Venture Building<\/strong><\/a>, taking place in Silicon Valley, June 23\u201326, 2025<\/strong>.<\/p>\n\n\n\n

                                                                            This immersive 4-day experience is designed for senior leaders ready to test, refine, and future-proof their strategy in an environment that mirrors the intensity of real-world disruption. If you're serious about building your organization's next-level resilience, this is your opportunity to learn from the companies that do it best.<\/p>\n\n\n\n

                                                                            \n
                                                                            \n
                                                                            \n
                                                                            \n
                                                                            \n
                                                                            \n
                                                                            \n
                                                                            Explore C-suite innovation Lab<\/a><\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n
                                                                            \n

                                                                            Subscribe to get access<\/h3>\n\n\n\n

                                                                            Read more of this content when you subscribe today.<\/p>\n\n\n\n

                                                                            \n
                                                                            <\/div>\n\n\n\n
                                                                            \n