Crisis preparedness & response services
We can help with:
Crisis management planning
Emergency management
Business continuity plans
Crisis leadership
Crisis communications
Crisis exercises
Crisis support
Crisis and incident debriefs
Capturing lessons learned
Crises come in all shapes and forms, from natural disasters, a major accident, a failure of a critical supplier, or a reputational storm. Whatever the cause, a disruption that is not well managed can affect your ability to provide core services and significantly damage your reputation.
We can:
- work with you to assess your crisis readiness and recommend a tailored plan to give you the reassurance that your organisation is ready.
- create desktop exercises with realistic scenarios to test your plans and review your response in a safe environment.
- ensure your organisation is continually learning and primed for when the next crisis hits.
Want to feel more confident about your crisis response capability?
Examples of our work
Capturing lessons learned
In the months following the initial wave of COVID-19, we worked with a New Zealand district health board to capture lessons learned from their response to the pandemic.
Our facilitated independent debrief process involved interviews, workshops, a survey, and a review of secondary data. Our recommendations have helped them to embed lessons learned in their future response processes.
The debrief process was not about identifying failures or enacting blame. It was about learning through battle and sharpening tactics and strategy for next time.
Capturing lessons learned, before they are lost to memories, is a key part of building crisis response capability.
Creating right-sized Plans
Working with a major New Zealand construction company, we helped them navigate their particular challenges in creating Crisis Management and Business Continuity Plans.
Our client had geographically dispersed, project-based teams exposed to a wide range of risks. We facilitated a process that empowered teams to create their own business continuity plans. This process helped build awareness, ownership, and capability in teams to be ready for disruption.
Building business continuity capability
We worked with a New Zealand city council to further enhance their business continuity capability.
The Council wanted all their staff to be prepared and ready to manage disruption, as a natural extension of their day-to-day roles, including a shared understanding of known and potential disruption risks, continuity options, and solutions.
To achieve this, the Council needed to ensure that staff had the skills, tools, and drive for the ongoing maintenance and embedding of contingency plans across their diverse activities and services.
Examples of our work
Capturing lessons learned
In the months following the initial wave of COVID-19, we worked with a New Zealand district health board to capture lessons learned from their response to the pandemic.
Our facilitated independent debrief process involved interviews, workshops, a survey, and a review of secondary data. Our recommendations have helped them to embed lessons learned in their future response processes.
The debrief process was not about identifying failures or enacting blame. It was about learning through battle and sharpening tactics and strategy for next time.
Capturing lessons learned, before they are lost to memories, is a key part of building crisis response capability.
Creating right-sized Plans
Working with a major New Zealand construction company, we helped them navigate their particular challenges in creating Crisis Management and Business Continuity Plans.
Our client had geographically dispersed, project-based teams exposed to a wide range of risks. We facilitated a process that empowered teams to create their own business continuity plans. This process helped build awareness, ownership, and capability in teams to be ready for disruption.
Building business continuity capability
We worked with a New Zealand city council to further enhance their business continuity capability.
The Council wanted all their staff to be prepared and ready to manage disruption, as a natural extension of their day-to-day roles, including a shared understanding of known and potential disruption risks, continuity options, and solutions.
To achieve this, the Council needed to ensure that staff had the skills, tools, and drive for the ongoing maintenance and embedding of contingency plans across their diverse activities and services.