Abstract: Strategic resilience has become an important idea in organisational theory and practice during a time of uncertainty, turbulence, and rapid change. This article looks at the two sides of strategic resilience and asks if it is a good thing that makes companies more adaptable and gives them a competitive edge, or a bad thing that makes them less flexible and wastes resources. Using case studies from different fields, the essay looks at how companies understand and use resilience tactics, the trade-offs that come with them, and the aspects in their environment that affect whether they succeed or fail. It also talks about the conflict between being flexible in the short term and being ready for the long term. It gives leaders a sophisticated framework to help them deal with resilience as both a strategic need and a possible strategic trap. The essay ends by suggesting ways to build resilience that is both strong and flexible, so you don’t make the mistakes of overinvesting or not aligning your goals.

Keywords: Strategic Resilience, Organisational Adaptability, Risk Management, Competitive Advantage, and Strategic Decision-Making.