The teams studied were based in Russian-speaking regions of Ukraine, where the attack also triggered a profound identity crisis. Many had personal and cultural ties to Russia.

“They were in shock, and it took time before they could act. But once they did, the learning curve was steep. Within a month, they were functioning as teams again and had developed new ways of working.”

He also notes that internal conflicts within leadership teams disappeared almost entirely.

“They now had a common enemy and a shared goal. Pre-existing tensions were no longer relevant.”

Preparedness, not severity, explains the difference

In Israel, the situation was equally severe - in some cases, even more so. Yet the response was markedly different.

“The leadership teams we studied were based in kibbutzim attacked on October 7, 2023. In several cases, up to half of the leadership team members were killed or kidnapped,” says Timur Uman.

Despite this, leadership teams were able to mobilize quickly. Many immediately merged with their boards to form larger decision-making structures and transitioned directly into crisis management.

“The key difference is preparedness. In Israeli society, crisis readiness is deeply embedded. Everyone trains for crisis situations, most people have completed military service, and simulation exercises are common.”

He also highlights strong motivation and a sense of responsibility.

“For many, this is existential. If the kibbutz-owned companies do not survive, their communities risk collapsing. Many leaders also live in the communities they are responsible for.”

Lessons for Swedish organizations

Although the study is still ongoing, the findings already point to important lessons for Swedish organizations.

“Preparedness is the key factor. How much you have trained, how well you have prepared - that determines how quickly leadership teams can function in a crisis.”

Timur Uman emphasizes the importance of simulation-based training, particularly complex and ethically challenging scenarios.

“It can involve extremely difficult decisions - even decisions about life and death. For example: critical infrastructure is destroyed, temperatures are freezing, vulnerable populations need help, but sending staff may put their lives at risk.”

He notes that leadership teams who have previously engaged in simulation exercises are better equipped to act under pressure.

“When individuals have already confronted these dilemmas in a controlled setting, they are more prepared if the situation becomes real.”

The importance of learning from others

Another key takeaway is the value of international learning and experience exchange.

“Swedish leadership teams would benefit from learning from organizations in countries where crisis preparedness is part of everyday life, such as Ukraine, Israel, and the Baltic states.”

More information

The research builds on two ongoing projects:

• Configuring Management Control Systems for Resilience: Exploring Social Services and Primary Care During War (Ukraine), funded by the Jan Wallander and Tom Hedelius Foundation and the Tore Browaldh Foundation
• Ownership Structure Influence on Kibbutzim Companies’ Resilience Following October 7th (Israel), funded by the Raya Strauss Center for Family Business Research in collaboration with Tel Aviv University

Contact

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