Valdemaras Jakubovskis: What business can learn from neuroscience?

Businesses can cultivate resilience by drawing insights from neuroscience, much like individuals can train their ability to cope with stress. Neuromethods expert Dr. Laura Bojarskaitė highlights that while stress is a universal experience, the key differentiator lies in an individual's capacity to recover quickly. This resilience, she notes, is not innate but can be developed through practice. Applying this to organizations, a resilient business is not one that avoids incidents, reputational damage, or supply chain disruptions, but one that adeptly adapts to changing conditions and seizes opportunities for growth.

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Resilient business is not one that never experiences incidents, reputational damage, supply chain disruptions, or makes mistakes. Resilient business is one that can adapt to changing conditions and seize new opportunities for growth.

Neuroscience emphasizes that the human brain finds it easier to regulate emotions when they are clearly articulated. Naming anxieties, fears, or tensions diminishes their power. The same principle applies to businesses: resilience emerges when uncertainty is defined by concrete risks. Is the primary threat a cyber incident, over-reliance on a single supplier, a shortage of critical personnel, or rapid technological shifts? Until a risk is named, it cannot be assessed or prepared for.

When experiencing stress, our brains tend to catastrophize and fill information gaps with assumptions. A powerful way to regain control is to separate facts from emotionally charged interpretations. This is particularly relevant for businesses navigating geopolitical conflicts, economic slowdowns, and other looming threats that often trigger strong emotional reactions. Resilient organizations, however, move beyond asking "What are we afraid of?" to "What do we actually know, and what can we do to prepare?" For instance, they might analyze the potential impact of a production halt due to a drone incident and explore protective measures.

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The same principle applies to business. Resilience emerges only when uncertainty is named as specific risks.

Neuroscience also reveals that resilient individuals not only manage difficult situations but also find meaning and opportunities within them. Instead of dwelling on "Why did this happen to me?" they ask, "What can I learn from this?" This reframing activates cognitive control networks, shifting focus from emotional responses to problem-solving. Similarly, resilient businesses can leverage crises as catalysts for transformation. Many companies accelerate digitalization, discover new markets, pivot their business models, or strengthen risk management during challenging times. Ultimately, those who learn from disruptions faster than their competitors gain a long-term competitive advantage.

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Resilient organizations first ask not 'what are we afraid of?' but 'what do we actually know and what can we do to prepare?'