Andrii Azarov, Founder of the GLOBAL DEVELOPMENT ALLIANCE international consortium (global-alliance.biz), entrepreneur with 35 years of experience, managing 40+ companies, organisations and projects; Chairman of the Higher Council of the European Association of Business Development.

Why the world keeps entering “new crises”

Over the last decade, the global economy has been living in a near-permanent stress test: financial shocks, political turbulence, economic downturns, pandemics, supply-chain disruptions, currency volatility, constant wars, energy price swings, high inflation and rising interest rates. These crises look different on the surface, but inside the business they trigger the same chain reaction:

demand falls or becomes unpredictable
costs rise (or cash flow collapses)
credit tightens
partners break commitments
the workforce becomes anxious
decision-making speed becomes more valuable than “perfect plans”

The anti-crisis methods are largely the same, regardless of whether the trigger is a pandemic, a financial crisis, a political crisis or a broader economic recession: protect liquidity, stabilise operations, renegotiate obligations, reduce complexity, pivot to what is in demand, and build partnerships that increase resilience.

Practical advice for the future (from my 35-year playbook)

If you want your company to survive not just one crisis, but many, treat resilience as a management system:

Build a cash buffer as a strategic asset, not “unused money”.
Keep your business model modular: products, teams, suppliers and channels should be easy to scale down and rebuild.
Diversify revenue streams: at least 2–3 independent sources, ideally in different customer segments or geographies.
Make “remote-first readiness” a standard (sales, service delivery, support, HR, finance).
Run scenario planning quarterly: base case, stress case, and worst case; with pre-approved actions for each.
Treat partnerships, clusters and consortia as an instrument of survival and growth, not just “networking”.

My recommendations for entrepreneurs for the first month of a crisis (and the months after)

First actions: Days 1–30

Freeze all non-essential payments for 2–4 weeks (preserve liquidity; prioritise only critical operations and statutory obligations).
Cancel all promotional campaigns that do not produce immediate, measurable cash flow.
Negotiate with your landlord to pause rent, reduce it temporarily, or switch to turnover-based rent.
Keep only a strategic core team to maintain operations and to develop new online products and services.
Create online services for your business (remote sales, online delivery, digital support, subscriptions).
Adapt to the first month with fewer clients: prepare for a temporary “zero demand” scenario.
Build a strategic cash reserve (cash runway is your oxygen).
Do not rush to buy foreign currency. Monitor the Central Bank’s interventions in the FX market.
Track official Central Bank bulletins about gold and foreign exchange reserves and FX market behaviour.
Rent a bank safe-deposit box. Keeping large sums at home is unsafe.
Pause deals that were already started (especially those that consume cash and are not mission-critical).
Take a wait-and-see position until you understand the new rules of the market.
Agree with the team (core group) on temporary pay terms at 20–50% of pre-crisis salaries depending on role criticality, only by mutual agreement and in compliance with employment law.
Give your employees a guarantee: if trouble comes, they can rely on you within your capacity.
Agree on safety rules and crisis protocols. Isolate staff for the maximum realistic period (e.g., 4–12 weeks during lockdown-style disruptions).
Support the team to the extent you can, at the minimum necessary level for normal living.
Remove ballast: cut roles, costs and projects that do not support survival or the pivot.
Keep those who can combine responsibilities. In a crisis you need “universal” people.
The best crisis employee is the one who understands reality and stays loyal to the mission, even when conditions are hard. Those who stand firm should be rewarded after the crisis with responsibility, status and growth.
Work personally with every existing client. Remember their birthday and even their cat’s name. Stay present. Support them when they need it. Run free online sessions or provide a service at no charge sometimes. Not everything must be monetised immediately. They will remember it later.

After 4–12 weeks (if the market is clearer but the crisis continues)

If your business can still produce goods or services, define your anti-crisis customer niche:

“For everyone at a low price” (mass demand, simplicity, speed, affordability)
or
“For the selected few at a high price” (premium value, trust, exclusivity, strong margins)

Trying to sit in the middle during a crisis is often the most dangerous strategy.

If your business is still alive after 2–3 months

Reassemble the surviving team and re-set roles for the new reality.
Launch adapted products, or invest in franchises of companies that are proven to be resilient in this type of crisis. During crises, franchises, equipment and technologies are often available on instalment terms.
Take an aggressive marketing stance. With the right direction, franchise or new business model, competition is often weaker.
Start creating a new market and stimulating demand for your new or modernised product. Remember: the world will not return to what it was.
Co-operate with partners into clusters and consortia to share resources, audiences, logistics and trust.
Negotiate free or low-cost media. Bring in media groups as partners and define their share in the business proportionally to their media investment.
Buy cheaply and on instalments directly from manufacturers of goods and services. Minimise immediate cash outflow.
Negotiate boldly for services at 10–15% of pre-crisis prices (or barter value), where realistic.
Learn to justify your position with win-win offers.
Provide services on credit, give goods on consignment. Remember barter and use it with staff and counterparties where appropriate and lawful.
Sign an agreement with a competent legal partner to avoid unpleasant surprises.
Maximise outsourcing across your organisational structure and processes. This reduces tax overheads, increases flexibility, and allows you to disengage quickly if needed, while still using professionals.
Forget your previous life. Start again as if you have just graduated.

I have done this six times over the last 35 years. It works.

I invite you to discuss these and other serious issues in Davos, Switzerland, in July 2026, where GLOBAL BUSINESS WEEK 2026 (GBW 2026) will take place and where business leaders and founders from 35 countries will come together for strategic dialogue and partnership-building.

The event is organised by Global Development Alliance (global-alliance.biz), the European Association of Business Development (eabd.org), the World Education, Science and Innovation Organisation (wesio.org), and other partner organisations.

As the Head of the GBW 2026 Organising Committee, I invite business owners to join a serious, results-driven dialogue.