This theoretical analytical study examines the conceptual relationship between organizational intelligence and organizational resilience in a business environment characterized by continuous change, uncertainty, complexity, accelerating technological developments, and shifting expectations of customers and stakeholders. The study proceeds from the theoretical assumption that an organization’s ability to collect and understand information, disseminate knowledge, mobilize human capabilities, and direct them toward shared objectives can constitute an important foundation for building the anticipatory, coping, and adaptive capabilities that lie at the core of organizational resilience. The study adopts a descriptive-analytical approach by reviewing and analyzing the literature related to organizational intelligence, organizational resilience, organizational learning, knowledge management, and dynamic capabilities. The study demonstrates that organizational intelligence is not limited to possessing information or using technology; rather, it encompasses an integrated system of strategic vision, shared destiny, appetite for change, organizational heart, alignment and congruence, knowledge deployment, and performance pressure. The resilience literature likewise indicates that resilience is a dynamic capability manifested in anticipation, coping with disruptions, and adaptation after their occurrence. The study concludes that building resilience requires a shift from managing change as a situational response toward developing a continuous organizational capability for sensing, learning, coordination, and reconfiguration. The theoretical analysis remains a conceptual framework that requires subsequent empirical testing.