> Knowledge hub > Anti-fragility – leadership that grows in uncertain timesCrises, disruptions, permanent transformation: our working world is in a state of constant uncertainty. Whether geopolitical tensions, technological upheaval or a changing labor market – companies are under pressure. The frequent answer to this is: resilience. But is that enough?
The term anti-fragility was coined by risk philosopher Nassim Nicholas Taleb. Unlike resilient systems, which absorb disruptions, anti-fragile systems benefit from them. They grow because they are challenged. They continue to develop, especially through uncertainty, stress and complexity. And that is exactly what managers and organizations need today.
A muscle is not simply robust. If it is regularly stressed (e.g. through training), it becomes stronger. This is anti-fragility.
In a working world in which the “new normal” is characterized by constant change, steadfastness is good – but not enough. Companies need structures, mindsets and leadership that not only deal with complexity, but grow through it.
Nassim Nicholas Taleb was not only a theorist, but also a trader and risk manager himself – including at his hedge fund Empirica Capital. There he put anti-fragility into practice – with a deliberate strategy that waits for crises instead of avoiding them:
The barbell strategy (dumbbell strategy)
In normal times, the returns were unspectacular. But in major crises – such as during the 2008 crash – the value of risky positions exploded. While many lost out, Taleb profited massively. The message for companies: Those who position themselves to not only survive but win in a crisis are acting anti-fragile.
Anti-fragility is not a product of chance. It is based on principles that can be shaped – many of which can be specifically integrated into organizations:
Teams and units act independently – with real decision-making authority. Leadership provides orientation, but not rigid guidelines.
Effect: The organization remains capable of acting even when central control is difficult – for example due to speed, complexity or crises. At the same time, a learning environment is created in which knowledge is effective where it is needed. Teams develop confidence in their own creative power and react more quickly and flexibly to change.
2. redundancy instead of efficiency maximization
Deliberate “overcapacity” – be it in terms of knowledge, resources or skills – protects against failures and creates scope for innovation.
Effect: Redundancy increases reliability and creates room for maneuver – especially when something unexpected happens. Instead of collapsing in the event of failures or bottlenecks, the system remains functional – and can break new ground. Redundancy also encourages creative thinking because not everything is based on a single solution.
3. experimenting & learning
Small, low-risk experiments with quick feedback cycles replace long-term planning. Mistakes are part of the process – not its failure.
Effect: Frequent trial and error creates a culture of learning. Teams develop the ability to react quickly to new circumstances instead of waiting for a master plan. The risk of making major mistakes is reduced – because people learn and adapt at an early stage. Innovation becomes part of everyday life.
4. optionality & diversity
Organizations keep their options open and encourage different perspectives. Diversity is actively used – not just accepted.
Impact: Diversity strengthens the organization against unexpected developments. Different perspectives open up new paths, enable more flexible decisions and promote creative solutions. Optionality means that the company can switch between paths more quickly – without losing the overview or direction.
5. skin in the game – feeling responsibility
Managers and teams take responsibility for their actions – with all the consequences. This generates quality and trust.
Effect: Decisions are made more consciously because they are not abstract but have real influence. This strengthens the quality of leadership, increases credibility – and creates trust in the team. Real effectiveness arises where responsibility and power to act coincide.
6. sense & values as orientation
In times of great uncertainty, what is needed is clarity, not control. Values and purpose replace rigid processes.
Effect: A strong purpose acts like an inner compass. It enables decentralized decisions without loss of control – because it is clear what counts. Value-based leadership creates psychological security and strengthens identification with the company. This is a key stability factor, especially in uncertain times.
Anti-fragile organizations do not arise by chance – they are designed. And by managers who see themselves as learners. Who do not manage uncertainty, but shape it. Who create trust instead of exercising control. And who open up spaces in which people can grow – precisely because they are challenged.
