A central claim in the chapter is that organizational resilience is not only a capability but also a philosophy of how organizations can manage surprises and face adverse, complex and uncertain environments in responsible and proactive ways, often even before crises occur. The chapter presents a holistic framework that analyses resilience from different perspectives: 1) as traits, 2) as processes, 3) as resources 4) as capabilities and 5) as prime sources. Furthermore, the main results from the book are summarized in seven main conclusions: 1) the changeable nature of the concept, 2) the multifaceted nature of the concept, 3) the importance of stakeholder interactions, 4) the relation between economies of scale, standardization and flexibility, 5) the importance of high reliability and 6) of local conditions and 7) that resilience is created by combining reliability, efficiency and change capacity.