“The oak fought the wind and was broken, the willow bent when it must and survived.”
— Robert Jordan (1948-2007) American writer, The Fires of Heaven

It’s that time again — I turned 67 on December 6 — and 2024 is drawing to a close after a turbulent year filled with global upheavals. From escalating conflicts in the Middle East and the ongoing war in Ukraine to economic stagnation across nations, even the renowned seer Nostradamus would have struggled to predict the scale and complexity of this year’s events.

Still, amidst the turmoil, 2024 also offered glimpses of a promising future, especially in the realm of technology.

One notable breakthrough is Reconfigurable Intelligent Surfaces (RIS) — a technology that integrates metamaterials, smart algorithms and advanced signal control to manage electromagnetic waves efficiently. With energy conservation becoming a global priority, RIS is being embraced for its sustainability and potential to revolutionise wireless connectivity.

Meanwhile, artificial intelligence (AI) continues to reshape the digital landscape. One response to growing concerns over privacy and data protection is the rise of synthetic data. This innovation mimics the patterns of real data without compromising sensitive or personal information, allowing safe data sharing — particularly in fields like healthcare and biology — while maintaining privacy.

These technologies are just early signs of a broader transformation. But the real challenge ahead lies in how we, as people and organisations, adapt to them in 2025 and beyond.

Success in this new era depends heavily on how we reorganise the human and institutional frameworks around us. To thrive, we must build fast, flexible, and resilient systems. The world we’re heading into is no longer the one our parents knew — and the old ways of thinking no longer apply. We aren’t less capable than previous generations, but their tools and methods don’t suit today’s realities.

In a world where rapid adaptation is vital — whether in business or warfare — we must be ready to respond quickly and decisively. As disruption accelerates, our ability to collaborate and communicate effectively becomes even more critical.

One key mindset that needs revisiting is our obsession with efficiency. Since the Industrial Revolution, most organisations have followed the model of scientific management, pioneered by Frederick Taylor. It focused on analysing tasks for maximum productivity and dividing responsibilities clearly between planners and workers. While this worked well for predictable, repetitive work, today’s environment is far more complex.

What we need now are resilient organisations — ones that expect and prepare for the unpredictable. Resilience is not about building rigid defences but about cultivating the flexibility to absorb shocks and recover quickly. Like a coral reef that adapts and reorganises itself after damage, resilient systems can handle surprises and come back stronger.

A crucial part of this shift is embracing uncertainty. Resilience requires humility — the awareness that we don’t have all the answers and never will. It replaces the illusion of predictability with a readiness to adapt to unknowns.

Where efficiency once meant strengthening systems by perfecting each part, resilience now means designing systems that can reconfigure and adapt in response to change. It’s about moving from predictive planning to adaptive responsiveness.

In short, efficiency may have been the gold standard of the past, but it’s no longer sufficient. The future demands resilience, adaptability, and a willingness to evolve in the face of uncertainty.

As we step into 2025, it’s time to shift our organisational mindset — from striving to optimise the predictable, to learning how to navigate the unpredictable.

“The world is a bad place, a bad place, a terrible place to live; Oh, but I don’t want to die.” — The Marmalades (1969)