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From Editor's Desk
in Vol. 27 - March Issue - Year 2026
Resilience in Industrial Times
Andrzej Wojtas (Ph.D.)
Resilience has become one of the defining themes for industry in recent years. Manufacturers across the globe are operating in an environment shaped by uncertainty: geopolitical tensions, volatile energy and raw material prices, disrupted supply chains, increasing regulatory demands, and a persistent shortage of skilled labour. In this context, resilience is no longer a strategic advantage—it is a basic requirement for long-term viability.
Resilience, however, is often misunderstood as purely a technical concept. Investments in robust equipment, backup systems, or alternative suppliers are important, but they represent only one part of the equation. True resilience begins with leadership and mindset. Companies that navigate challenging periods successfully tend to have a clear long-term vision, consistent decision-making, and the courage to prioritize sustainability and stability over short-term gains.
Flexibility has also become a core component of resilience. The ability to question established routines, reassess business models, and adapt to changing market conditions can determine whether a company moves forward or falls behind. In a rapidly changing world, rigid structures and an attachment to “how things have always been done” increasingly pose a risk rather than a strength.
Equally important is the human factor. Skilled, motivated, and engaged employees are the backbone of every resilient organization. When teams understand the company’s direction and feel involved in decision-making, they are better equipped to respond to uncertainty, solve problems, and maintain quality under pressure. Investment in training, communication, and corporate culture is therefore not optional—it is a strategic necessity.
Resilience is also shaped by collaboration beyond the boundaries of individual companies. Strong partnerships with customers, suppliers, and industry peers help create transparency, trust, and shared problem-solving capabilities. In times of disruption, those who are well connected are often better informed and faster to react.
Ultimately, resilience is not about resisting change, but about managing it constructively. It is a continuous process rather than a final state. For industrial companies, building resilience means transforming pressure into learning, adaptation, and progress—ensuring they are not only prepared for the next challenge, but are also capable of shaping the future rather than merely reacting to it.
Andrzej Wojtas (Ph.D.), Chief Editor of MFN, E-mail: andrzej@mfn.li
