Management Practice Insights
DOI: 10.59571/mpi.v4i2.5
Year: 2026, Volume: 4, Issue: 2, Pages: 100-106
Original Article
Sushmita Srivastavai* & Nayan Goyal
iS.P. Jain Institute of Management & Research
*Corresponding author
Email: [email protected]
Received Date:15 April 2026, Accepted Date:10 September 2026, Published Date:15 October 2026
Is your organisation’s approach to disruption one of ‘bounce back’ or ‘bounce forward’? When faced with an external disruption, most organisations try to absorb it and rebound to their previous state. While this ‘bounce back’ is an effective strategy for managing short-term disruptions, is there a better approach for responding to long-term disruptions such as rise of Artificial Intelligence (AI) or climate change? The problem with the bounce-back approach is that it focuses on getting companies back to a state that may no longer exist. A more effective approach – the ‘bounce forward’ – has recently come to light thanks to by Research Tor Hernes, Blagoy Blagoev, Sven Kunisch, and Majken Schultz.1 The bounceforward approach occurs when top management, such as the Chief Operating Officer (COO) and Chief Sustainability Officer (CSO), begins to view disruption as an opportunity. Instead of focusing on getting over a hurdle, top management leads the organisation in building a bridge between existing capabilities and the innovation required for adaptation. This bridge between old and new causes a shift in the company’s trajectory and reshapes its competitiveness
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© 2026 Published by SPJIMR. This is an open-access article under the CC BY license (https://creativecommons.org/licenses/by/4.0/)
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