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The Chinese entrepreneur Jack Ma (picture below)<\/em>, the founder of Alibaba, also emerged as a champion in crisis.\u00a0Alibaba\u00a0sells its products worldwide despite Ma being untrained in\u00a0technical skills or knowledge.\u00a0When Alibaba was just four years old, an Alibaba employee was diagnosed with SARS, in the spring of 2003. The entire Alibaba office was placed under\u00a0quarantine.\u00a0It\u00a0was during this time that the\u00a0viability of Alibaba was\u00a0threatened,\u00a0and Ma\u00a0decided to use the crisis to take on\u00a0(what he perceived)\u00a0to be\u00a0Alibaba\u2019s biggest threat: the giant eBay.\u00a0Ma\u00a0knew that\u00a0eBay\u00a0was a\u00a0shark in the\u00a0ocean,\u00a0but he identified that it wasn\u2019t\u00a0fully familiar with the Chinese culture and markets.\u00a0That\u2019s where Alibaba stepped up.<\/p>\n Technion Biomedical Engineering\u00a0faculty researchers (picture below)<\/em>, Dr.\u00a0Josu\u00e9 Sznitman\u00a0and Dr. Yan Ostrovski\u00a0had\u00a0been working for years on a way to help\u00a0premature\u00a0babies\u00a0who have\u00a0acute respiratory distress syndrome\u00a0(ARDS)\u00a0to breathe better and recover.\u00a0The problem was the lack of\u00a0surfactant\u00a0which is\u00a0crucial for the lungs\u2019 functioning.\u00a0Sznitman noted\u00a0that for 30 years, we have known that injecting surfactant directly into neonates\u2019 (preemies\u2019) lungs greatly helps their lungs function.\u00a0He wondered\u00a0why not inject\u00a0the\u00a0surfactant into the lungs of COVID-19 patients?\u00a0Based on this pretext,\u00a0preclinical trials\u00a0are all set to begin next month with the surfactant-turned foam. This idea is particularly important given the low rate of survival of Covid-19 patients suffering from breathing difficulties.<\/p>\n There\u00a0is\u00a0considerable research showing that market leadership and market share\u00a0change far\u00a0more during economic downturns than during economic booms.\u00a0It is likely that this will also be the case with the current pandemic. Many\u00a0organisations, especially large ones, fasten their seat belts and \u2018hunker down\u2019, slashing spending and waiting for the good times to return. This leaves opportunities and openings for flexible, agile smaller companies to take some risks, invest\u00a0in R&D, pivot their focus and try to meet\u00a0the\u00a0unmet\u00a0needs\u00a0based on their unique technologies and innovations.<\/p>\n Both Israel and India are nations that have experienced many crises, natural disasters\u00a0and even wars. The people\u00a0of both countries have developed resilience\u00a0in an evolutionary manner; in the same way, as nature\u00a0helps plants and animals adapt to threats and changing environments. Social resilience,\u00a0defined as the\u00a0capacity of a society to prepare,\u00a0contain and manage major national crises\u00a0and to\u00a0bounce back expeditiously to an enhanced\u00a0functioning, remains the most important outcome.\u00a0When emerging from a failure, setback, crisis or disaster, the aspiration should always be to achieve a higher level of wellbeing and performance, not just to return to the old benchmark.\u00a0Some nations will do better than others, just as some\u00a0organisations\u00a0will do far better than others.\u00a0Those who prosper\u00a0are those\u00a0who\u00a0will go FAR \u2013 who martial\u00a0flexibility, agility and resilience.<\/p>\n![\"\"](\"https:\/\/blogs.isb.edu\/healthcare\/wp-content\/blogs.dir\/2\/files\/sites\/2\/2020\/06\/Untitled-2-300x194-1.png\")
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