The past few years have taught leaders that the next crisis could come at any moment, so it is not surprising that “resiliency” has become a mantra for companies and boards these days. Yet resiliency is easier said than achieved. Organizations carry out day-to-day operations knowing that many issues — from a production flaw to a supply loss to a cybersecurity breach to a public statement — have the potential to disrupt business, affect shareholders and damage brand reputation. When the inevitable crisis hits, companies follow a playbook, but things don’t always go according to plan. Perhaps it is not surprising then, that boards are increasingly asking, “how are we making sure we are prepared to anticipate and recover quickly and effectively each time?” In other words, moving from crisis to ongoing resiliency.