In security, risk, and crisis management, resilience isn’t built in the heat of the moment; it is forged well before disruption strikes, writes Matthew Porcelli
When it comes to strategic risk and crisis management, along with operational security, a prime objective for managers and professionals in these sectors is to ensure that once a serious incident or crisis occurs, operations can recover and return to normal (or some semblance thereof) as quickly as possible.
Regardless of whether the incident or crisis is natural or human-caused, contained or on a mass scale, or whether the affected asset(s) are tangible or intangible (such as a brand), taking proactive, practical, and productive steps in the planning stages of a crisis management plan are imperative. These factors set a strategic and operational standard that can be applied rather than created in the heat and chaos of the moment. Disruption often creates disorder not only in the organisation’s operations, but also in its greatest assets: its employees.
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