Crisis managementand business continuity
When disruption occurs, you need to know what to do, who decides and how the business keeps operating.
From preparation and response to recovery — we connect key functions, responsibilities and procedures into a system that can work under pressure.
CLICK RESOURCES OR COMMUNICATION TO TRIGGER A DISRUPTION
Crisis management and continuity at a glance
Six answers to the questions most often asked before an engagement.
- Identified critical functions, resources and dependencies
- Allocated responsibilities and decision-making authority
- A disruption response procedure
- A plan to continue key activities and restore operations
- Defined communication flows — getting information to the decision-making level
- Readiness tested through an exercise, where included in the engagement
The next step is a 30-minute discussion. The topic is preselected — you can change it in the form.
Book a discussion →Management and crisis teams.
When you need to establish in advance who decides, what is restored first and how to communicate during disruption.
Crisis management arrangements, business continuity, business impact analysis (BIA), response and recovery planning, crisis exercises and simulations, and crisis communication.
An initial 30-minute discussion, online or in person. You describe the situation; together, we define the approach.
These depend on the engagement, the size of the organisation and the number of locations. They are agreed after the initial discussion.
A crisis does not begin when an incident occurs.
Resilience is built before disruption. Clear responsibilities, priorities, procedures and plans enable a coordinated response and continuation of key activities when conditions change.
Six areas of crisis management and continuity
Crisis management
Establishing organisation, responsibilities and decision-making during a crisis.
Business continuity
Planning to maintain critical business functions during disruption.
Business impact analysis (BIA)
Identifying critical functions and resources and the consequences of their interruption.
Response and recovery planning
Defining procedures to continue key activities and restore operations after disruption.
Crisis exercises and simulations
Testing organisational readiness through realistic crisis scenarios.
Crisis communication
Defining information transfer, responsibilities and communication flows during a crisis.
What do we check?
ENGAGEMENT SCOPE
Six steps from preparation to continuity
Responsibilities, priorities and procedures are defined in advance.
An event affects normal business operations.
The crisis team and agreed procedure are activated.
Priority functions are maintained and workflows redirected.
Interrupted activities are restored in the agreed order.
The business continues operating after the disruption.
What must keep working?
Business impact analysis identifies critical functions, what happens when they stop and what must take priority in recovery.
A plan must work beyond the document.
Through scenario analysis, simulations and exercises, we check how the organisation responds to changing conditions — how decisions are made, where delays arise and what needs improvement.
Book a scenario exercise →In a crisis, information must reach the right place.
It is clear where information enters the system and who receives it first.
The route to the decision-making level is defined.
It is clear who owns the decision and when it is made.
Communication has a backup channel if the main one is unavailable.
Result
WHAT THE ORGANISATION RECEIVES
Who decides and who responds.
What must keep working and what is restored first.
What happens when disruption occurs.
Better readiness to respond and recover.
How this area differs from the others
Crisis management concerns preparation and the system's ability to respond. Other areas address different questions.
Would your system keep working if one of its key components stopped?
Check your organisation's readiness before a real crisis does.