Over the last couple of years, change has been changing heavily: The pace of change has accelerated significantly, and the nature of change is very different from what it used to be (Michels, 2019). Today, we are increasingly being confronted with genuine transformations that do not leave us the option to freely decide whether we want to embrace the change or not. We must get it done! This also applies—to a certain extent—to innovations that are required for companies to become or remain competitive. In other words, management and project teams tend to be under a lot of pressure to turn change initiatives into success stories. Failure is not an option. The challenge is to implement lasting change. There are many pitfalls along the way, and there is a lot at stake. But successful change leads to resilient companies. And those are best positioned for a future full of uncertainties (Maor et al., 2022). The purpose of this chapter is to share some thoughts and recommendations on how to create resilience and why it is key to do that at several levels. Due to the complexity of the topic and the multifaceted cross-relations, the study will focus on the role of businesses as key multipliers, and on the virtues of corporate culture in particular.