In an era marked by escalating global uncertainty ranging from economic volatility and geopolitical instability to environmental degradation and social inequities, resilience has become a strategic imperative for businesses. This introductory chapter frames the foundational premise of the book: the necessity of resilient business models as a critical enabler of long-term sustainability and competitive advantage. It defines resilience not merely as a reactive capacity to withstand shocks, but as a proactive, adaptive capability rooted in continuous innovation, sustainability integration, and systemic transformation. The chapter outlines the scope and rationale of the volume, presenting an interdisciplinary approach that combines strategic management, sustainability science, and innovation theory. It highlights the urgent need for organisations to rethink traditional business paradigms considering emerging challenges, and it positions the book as a practical and theoretical guide for scholars, practitioners, and policymakers. The chapter also previews the structure of the book, five interconnected chapters that explore the intersections of strategy, sustainability, circular economy, regenerative innovation, and empirical evidence through real-world case studies. By establishing the relevance and analytical framework of resilient business models, this chapter sets the stage for a comprehensive exploration of how organisations can not only survive but also thrive in the face of global disruption.