Resilience is not a personal quality to be demanded of people. It is a property of systems - of teams, of cultures, of the conditions that either equip people to meet difficulty well, or quietly deplete them until they cannot. Treating burnout as an individual failing, to be solved with a wellbeing app and a half-day workshop, has misread the diagnosis. And organisations keep paying for it. The post-pandemic workforce is operating at a baseline of stress, disengagement, and depletion that no individual resilience programme can address. Gallup estimates that low engagement alone costs close to 8.8 trillion US dollars globally each year. Meanwhile, the arrival of generative AI is reshaping work at a pace that outstrips most organisations' capacity to adapt. What employers now rank most highly, alongside AI literacy itself, is human resilience - flexible, adaptive, and recoverable under pressure. Jess(c) 2.0 brings the evidence-based Jess(c) resilience model into the organisational world. Across five domains - Cognitive, Emotional, Physical, Social, and Connectedness - it identifies the specific, practicable builders that create collective resilience: behaviours that teams can develop, leaders can model, and organisations can build into the way they work. Each builder is explored in depth, with its research foundations, practical team applications, shadow side, and domain assessment. This is not a book about managing stress or enduring more. It is a book about building the conditions in which people can meet pressure without being depleted by it. The Jess(c) 2.0 Organisational Resilience Assessment makes it measurable, and the Resilience Plan makes it actionable. Resilience should not be the strength we demand of people. It should be the strength we build into the system around them.