By now, it’s clear. Crisis is a fact of corporate life. The data is too overwhelming. According to an ODM survey, for one, nearly 80 percent of business leaders believe that their companies are only a year away from potential crisis. Add to that: findings from Deloitte’s recently released survey, “Crisis management for the resilient enterprise”, show that a similar percentage of Crisis Management, Business Continuity, and Risk executives have had to mobilize their crisis management teams at least once in the past two years.
On the whole, it’s a positive sign that organizations no longer think they’re immune to disaster, either because they’ve experienced a crisis firsthand or because they’ve seen too many of their competitors suffer through one. But while businesses are saying that crisis is just around the corner, they don’t seem to be acting with a great deal of urgency. There’s equally compelling data to demonstrate that businesses aren’t preparing themselves adequately for even the most likely crisis events.
The question then turns to, why aren’t businesses developing the plans and procedures they need in order to prepare themselves for likely crises? Sure, a clear subset of companies do prepare. But they tend to be the ones who’ve already experienced a crisis. By in large, organizations avoid planning.
In this sense, they betray a misunderstanding of crisis management planning. Proactively assessing and addressing vulnerabilities to avoid and/or minimize the impact of crisis isn’t just about being better equipped to effectively respond to any number of incidents – though that’s a lot of it. Crisis management planning is also about instilling an organizational culture of preparedness.
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