A short note on what military logistics teaches you about resilience that no business school will.
In the Army, we drilled two ideas into every logistics officer, from the first posting onwards.
One: the system must work when the smart people are absent. The unit that only functions when the best captain is on duty is a fragile unit. Peacetime drills, standing orders, and check-list culture exist so that on the day the smart captain is unavailable — sick, redeployed, killed — the ration truck still reaches the forward company on schedule.
Two: the register is not the paperwork. The register is the memory of the unit. When a subedar hands over stores to his relief, that handover happens against a physical count, a written register, and a signature. Not because auditors will come. Because the next war will come, and the next subedar must be able to fight it without asking the last one what happened.
Corporate India has neither habit.
When the best project manager is at his brother's wedding, the site loses two days. When the storekeeper leaves for a competitor, the institutional memory of what came in and what went out leaves with him.
This is not a training gap. It is a system-design failure. And it is completely fixable — provided leadership decides that governance is worth more than the smart people.
Most do not. Which is why most companies fall apart under pressure.