Small and medium-sized enterprises (SMEs) in Ghana face persistent threats from economic volatility, infrastructural deficits, and global shocks. Existing resilience models often lack contextual specificity and practical diagnostic tools for owner-managers in this setting. This study aimed to develop and iteratively test a diagnostic framework to enhance enterprise resilience. The objective was to co-create a practical tool enabling SMEs to self-assess vulnerabilities and implement targeted resilience-building actions. An action research methodology was employed, involving four iterative cycles of planning, action, observation, and reflection with a cohort of 24 owner-managers from diverse sectors. Data were collected via participatory workshops, reflective journals, and structured diagnostic assessments over multiple engagements. The developed framework identified four core resilience domains: financial agility, operational adaptability, relational capital, and strategic foresight. A predominant theme was the critical, yet underdeveloped, role of strategic foresight, with over 70% of participants initially lacking formalised mechanisms for environmental scanning. The action research process successfully yielded a contextually grounded diagnostic framework. Its iterative development ensured practical relevance and enhanced owner-managers’ capacity for proactive resilience planning. SME support agencies should integrate the diagnostic framework into advisory services. Owner-managers are recommended to adopt the tool for regular organisational health checks and to prioritise developing strategic foresight capabilities. enterprise resilience, diagnostic framework, action research, small and medium-sized enterprises, strategic foresight, Ghana This paper provides a novel, co-created diagnostic framework that uniquely integrates behavioural factors, such as managerial risk perception, with conventional business economics to assess and build resilience in an African SME context.