Guia Beatrice Pirotti gained her PhD in Business Administration and Management from Università Commerciale Luigi Bocconi, Milan and was a Visiting Scholar at Emory University, Atlanta in 2009. She teaches Business Strategy at Università Commerciale Luigi Bocconi. Her areas of expertise include organizational resilience, strategic planning, and competitiveness of firms. Pirotti is author of Resilience (with Markus Venzin, 2014) and writes regularly for the column 'Tips from the Top' on the SDA Bocconi Ideas of Management on Strategy and Entrepreneurship website. Markus Venzin is Professor of Global Strategy at Università Commerciale Luigi Bocconi, Milan and Director of the Research Division at SDA Bocconi School of Management, specializing in global strategy, strategic planning and organizational resilience. He is actively involved in executive development in a wide range of industries including financial services, food, energy, and manufacturing. He also facilitates strategy workshops for top management teams and offers advisory services to senior executives. Venzin is a frequent speaker at corporate and industry events on such topics as company resilience, internationalization strategies, strategic decision making dynamics, global knowledge management systems, and the development of formal planning and control processes in large multinational firms.

'Pirotti and Venzin address one of the most important and perplexing questions that executives face today: why do some companies sustain high performance in a turbulent, unpredictable business environment while most cannot? Drawing upon their own research and a diversity of wider sources, the authors offer practical guidance on how to build resilient enterprises.' Robert M. Grant, Università Commerciale Luigi Bocconi, Milan

• Introduction; 1. Investing in the ability to withstand shocks; 2. Measuring long-term sustainable performance; 3. Authenticity; 4. Customer centricity; 5. Product focus; 6. Geographical focus; 7. Long-term orientation and strategic decision making; 8. Process tools for supporting strategic decision making; 9. Ownership structure, span of control and organisational design; 10. Conclusions; Index.

Guia Beatrice Pirotti gained her PhD in Business Administration and Management from Università Commerciale Luigi Bocconi, Milan and was a Visiting Scholar at Emory University, Atlanta in 2009. She teaches Business Strategy at Università Commerciale Luigi Bocconi. Her areas of expertise include organizational resilience, strategic planning, and competitiveness of firms. Pirotti is author of Resilience (with Markus Venzin, 2014) and writes regularly for the column 'Tips from the Top' on the SDA Bocconi Ideas of Management on Strategy and Entrepreneurship website. Markus Venzin is Professor of Global Strategy at Università Commerciale Luigi Bocconi, Milan and Director of the Research Division at SDA Bocconi School of Management, specializing in global strategy, strategic planning and organizational resilience. He is actively involved in executive development in a wide range of industries including financial services, food, energy, and manufacturing. He also facilitates strategy workshops for top management teams and offers advisory services to senior executives. Venzin is a frequent speaker at corporate and industry events on such topics as company resilience, internationalization strategies, strategic decision making dynamics, global knowledge management systems, and the development of formal planning and control processes in large multinational firms.

'Pirotti and Venzin address one of the most important and perplexing questions that executives face today: why do some companies sustain high performance in a turbulent, unpredictable business environment while most cannot? Drawing upon their own research and a diversity of wider sources, the authors offer practical guidance on how to build resilient enterprises.' Robert M. Grant, Università Commerciale Luigi Bocconi, Milan

• Introduction; 1. Investing in the ability to withstand shocks; 2. Measuring long-term sustainable performance; 3. Authenticity; 4. Customer centricity; 5. Product focus; 6. Geographical focus; 7. Long-term orientation and strategic decision making; 8. Process tools for supporting strategic decision making; 9. Ownership structure, span of control and organisational design; 10. Conclusions; Index.

Guia Beatrice Pirotti gained her PhD in Business Administration and Management from Università Commerciale Luigi Bocconi, Milan and was a Visiting Scholar at Emory University, Atlanta in 2009. She teaches Business Strategy at Università Commerciale Luigi Bocconi. Her areas of expertise include organizational resilience, strategic planning, and competitiveness of firms. Pirotti is author of Resilience (with Markus Venzin, 2014) and writes regularly for the column 'Tips from the Top' on the SDA Bocconi Ideas of Management on Strategy and Entrepreneurship website. Markus Venzin is Professor of Global Strategy at Università Commerciale Luigi Bocconi, Milan and Director of the Research Division at SDA Bocconi School of Management, specializing in global strategy, strategic planning and organizational resilience. He is actively involved in executive development in a wide range of industries including financial services, food, energy, and manufacturing. He also facilitates strategy workshops for top management teams and offers advisory services to senior executives. Venzin is a frequent speaker at corporate and industry events on such topics as company resilience, internationalization strategies, strategic decision making dynamics, global knowledge management systems, and the development of formal planning and control processes in large multinational firms.

'Pirotti and Venzin address one of the most important and perplexing questions that executives face today: why do some companies sustain high performance in a turbulent, unpredictable business environment while most cannot? Drawing upon their own research and a diversity of wider sources, the authors offer practical guidance on how to build resilient enterprises.' Robert M. Grant, Università Commerciale Luigi Bocconi, Milan

• Introduction; 1. Investing in the ability to withstand shocks; 2. Measuring long-term sustainable performance; 3. Authenticity; 4. Customer centricity; 5. Product focus; 6. Geographical focus; 7. Long-term orientation and strategic decision making; 8. Process tools for supporting strategic decision making; 9. Ownership structure, span of control and organisational design; 10. Conclusions; Index.