This chapter analyzes the response of family businesses to systemic crises, such as the COVID-19 pandemic and the 2008 global financial crisis (Exogenous crises and pandemic resilience-orange/blue cluster), highlighting the ambivalence between resilience and vulnerability. The emergence of a predominantly reactive resilience, based on internal cohesion, relational capital, and financial prudence, has enabled family businesses to mitigate short-term impacts; however, it has also highlighted limitations in their transformative capacity and in their structured risk management. The lack of formal Enterprise Risk Management systems and the overlap between family and decision-making logics have reduced organizational adaptability. However, experiences of forced innovation, intergenerational leadership, and digital transformations suggest the emergence of evolutionary trajectories toward more anticipatory forms of resilience. This chapter presents a critical, comparative analysis of family behaviors in the context of shocks, highlighting theoretical implications for redefining resilience and offering managerial recommendations to enhance the systemic preparedness of family businesses.