Leading the Organization When Multiple Crises Converge

For decades, organizations built leadership capacity and strategic planning around a reliable assumption: Crises are discrete. Identify the problem, activate the response, return to operations.

That assumption no longer holds.

The same systems that drive organizational performance — supply chains, technology platforms, cross-border operations, workforce infrastructure — are also the pathways through which interconnected crises travel. When one breaks under pressure, the others follow.

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