Businesses face growing instability due to disruptive innovative technologies and economic crises arising from stressed supply chains or rising price uncertainty. An ambidextrous approach to resilience helps companies to prepare for and manage this uncertainty to become steadfast against crises. However, resilience can be achieved on multiple levels within a company: individual, group or organisational. This conceptual research aims to examine multilevel resilience by separating strategic and operational resilience and discuss the simultaneous approachability on the organisational level of resilience through a qualitative analysis of leading publications. Achieving organisational resilience is possible by seeing resilience not as a standalone construct but by sensing and seizing opportunities and threats to transform the business model into a resilient state. This transformation is done by pursuing an ambidextrous organisation to exploit operational and explore strategic resilience. In conclusion, this research introduces a framework for organisational-level resilience to handle uncertainty by building organisational resilience.