The biopharmaceutical sector’s innovation- and growth-focused activities are having a surprising side effect—they’re building organizational resilience at a time of inflation, looming economic downturn, and scarcity of the right skills and talent. This offers relevant lessons for all other industries. The idea of building resilience may most often be associated with “playing defense” through cost-cutting and efficiency moves, but it can also stem from new and more rapid ways of leveraging invention and innovation driven by purpose. To understand how, the authors recommend taking a closer look at the “New Science” of some biopharma companies. New Science combines the best of what biopharmas know on the scientific front with the best of what technology can offer to target disease areas where no treatments or cures exist. According to Accenture’s research, the three significant benefits of New Science are improving the chances of creating viable offerings, reducing the cost of innovation, and driving revenue growth. While scientific novelty, technology convergence, and unmet patient needs are the guiding principles of New Science, transferring these basics to other industries requires shifting a company’s essence toward innovation with purpose. This article offers three practical steps to make that happen. First, reorient the portfolio: business leaders must pursue new products and services, new markets, and new ecosystems to address unmet needs. Second, flip the budget: senior executives need to free up capital to invest in innovation activities. Third, create dynamic teams: applying the principles of New Science requires forming new kinds of teams—human teams and “human + machine” teams.