Effective Crisis Management Planning WorldAware

Effective Crisis Management
Planning
© 2019 WorldAware, Inc. All rights reserved.

Table Of Contents
How Much Crisis Planning is Enough ........................................................................................................ 3

Developing and Monitoring the Risk Profile........................................................................................ 3
Defining and Communicating the Risk Appetite ................................................................................ 4
Ensuring Crisis Planning is Established, Implemented, and Effective ........................................... 5
Building a Successful Crisis Management Team .................................................................................... 6

Leadership and Staffing of a Crisis Management Team .................................................................. 6
Capabilities of a Crisis Management Team ....................................................................................... 6
Training and Exercises............................................................................................................................ 7
Risk Profile ............................................................................................................................................... 8
Continuous Improvement ...................................................................................................................... 9
Responding to Crisis Effectively ...............................................................................................................10

Crisis Capabilities ..................................................................................................................................10
Monitoring Change ................................................................................................................................ 11
Effective Response ............................................................................................................................... 12
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How Much Crisis Planning is Enough
One of the most important management competencies is planning.

Crisis planning is the preparation of documented action steps designed
to improve the organization's response toward mitigating a disruption's Crisis planning is
impact on assets and resources. In tandem with day-to-day operational
constraints and limitations, the threat of an event evolving into a crisis essential to monitor
consistently challenges an organization's management team to walk a for, react to, and
tight rope between adequate mitigation efforts and fiscal need. In
balancing these competing interests, the question of, “How much crisis recover from
planning is enough?” is often asked. Crisis planning is essential to organizational
monitor for, react to, and recover from organizational disruptions.
disruptions.
There are three key aspects which provide indicators as to where your
program resides:
• Developing and monitoring your organization's risk profile.
• Defining and communicating your organization's risk appetite.
• Ensuring crisis planning is established, implemented, and effective.
Developing and Monitoring the Risk Profile

A crisis is a disruption of normal operations
which exceeds emergency response, or a
condition where the entity has no preplanned Risk Profile Methodology
mitigation to contain or control the disruption.
Maintaining a state of normalcy, for any
organization, is directly dependent upon the risks Identify the assets/process
to their assets and processes. The key to scenarios with the potential for
reducing the frequency and severity of a crisis is undesirable consequences.
to understand the organization's risk profile. The
organization's risk profile is derived from a
methodology which determines how risk varies
Analyze time and location as
across comparable assets and processes. When each presents a unique variation
developing the risk profile, management assesses to the likelihood and
the: consequence of disruptions.
• Origins of risk
• Assets or processes at risk Prepare for or plan what will be
monitored, determine requisite
• Vulnerabilities and the effectiveness of controls, and establish the
current controls threshold for corrective actions.
• Probability of occurrence and the potential
impact/consequences Monitor the time, location, and
• Scores and prioritizes risk (this aids in the environment in comparison to
distribution of resources) the plan, controls, and corrective
action thresholds.
After assessing these factors, management
should determine if the residual risk is at an
acceptable level. If unacceptable, the decision- Respond to disruption, execute
maker has several options: apply additional the appropriate response
controls, share the risk, separate the asset or controls, and verify effectiveness.
process from the stressor, or accept the
increased risk to the organization's risk profile.

Planning is not a static concept. The effectiveness of risk controls can change rapidly. Once the risk
profile has been developed, management must sustain an ongoing ability to detect, assess, and respond
to environmental changes. Ensuring the diligent monitoring of climate and culture reduces the
opportunity for incidents and emergencies to metastasize into crises. Internally, the organization should
establish key performance indicators (KPIs) in monitoring operations, training, and exercises. KPIs enable
fact-based decision-making to determine where the organization's crisis planning should reside in the
risk continuum. While the question, “How much crisis planning is enough?” is subjective, performance
metrics can provide leadership with critical data points to adjust the level of crisis planning to the
current risk profile.
Defining and Communicating the Risk Appetite

How much a risk decision-maker decides to assume has a direct relationship with crisis planning. At all
levels of the organization, too many decisions are made with an incomplete understanding of the risk
profile and the requisite capacity needed to manage the risk effectively. To offset this, it is paramount
that executive management defines the organization's risk appetite. In this formal communication,
executive leadership establishes the risks it considers most significant to strategic goals, objectives,
stakeholder positions, and risk experience. This document should set the organization's risk culture,
tolerance levels, and approach toward managing risk. All strategic and operational plans and programs
should be consistent with this crucial communication.
While there are several ways to manage the organization's risk appetite, the program suite depicted
below provides the foundational elements. This centralized programmatic approach of related plans
provides a means to proactively reduce (outlined in gold) and reactively manage (outlined in red)
organizational disruptions. This model requires executive sponsorship, managerial infrastructure, and a
requisite level of planning. Executive sponsors provide goals and objectives, while plan managers create
structure, provide guidance, and establish priorities. Based on the organization's current risk profile and
established risk appetite, managers determine the plan’s approach, assign roles and responsibilities,
manage resources, oversee change management, and report the results to the executive sponsor.
Program Suite
Planning & Development
Crisis Management Risk Management Emergency Response

Continuity Plan
Plan Plan Plan
Execution
Apply Enterprise-wide Active Planned

Crisis Containment & Assess & Implement
& Maintain Risk Support for Essential
Damage Control Emergency Procedures
Registers Functions

As shortfalls in the capabilities and effectiveness of risk management, emergency response, and
continuity planning can lead to the organization declaring a crisis, management should implement an
audit and oversight function to preempt opportunities for a self-induced crisis.
Considerations which facilitate crisis planning include:
• How strong is the organization's commitment to risk management competencies?
• How effective is the organization's risk management plan?
• What metrics are used to evaluate the effectiveness of emergency response?
• What is the level of commitment toward continuity planning?
• How frequently are plans trained, tested, and exercised?
There is no suitable substitute for undertaking the effort to establish the organization's risk profile and
risk appetite. Without ensuring the underlying factors of risk (potential disruptions, consequences, and
vulnerabilities) align with the organizations selected level of risk appetite, the efficacy of the applied
mitigation measures will be largely indeterminate. Although crisis decisions will always contain a degree
of uncertainty, those decisions should always be based on sound analysis.
Ensuring Crisis Planning is Established, Implemented, and Effective

The capability to respond to a crisis in a rapid and effective manner is essential. At each decisive
moment, everyone involved throughout the organization should know the plan and manage it as designed.
As trust and confidence are traits unwilling to lend themselves to surge efforts or compressed timelines,
crisis planning warrants a strong focus on human dynamics.
Ensuring crisis planning is established, implemented, and effective provides the means to proactively
determine the shortfalls in the organization's capacity to cope or adapt to disruption. This final aspect
reveals any oversight and provides potential improvement opportunities. The product produced by the
criteria below represents the composite picture for organizational leadership to determine appropriate
levels of crisis planning.
Crisis Planning Evaluation Criteria
Established Implemented Effective

Are the precepts to Are capabilities Are planning
present to formally analyzed, capabilities exercised
demonstrate a designed, developed, and audited with
programmatic design trained, and tested as corrective actions and
capability in alignment a key component of a change management
with the risk appetite continuous processes in place to
and current risk improvement process? demonstrate
profile? effectiveness?
An organization’s crisis planning has a high probability to contain and control the impacts of disruption
and return the organization to a state of normalcy when it:
• monitors its risk profile;
• establishes its risk appetite statement;
• commits to the pursuit, development, and application of risk management competencies; and
• trains, tests, exercises, and audits the capabilities and effectiveness of risk reduction efforts.

Building a Successful Crisis Management Team
Widespread instability and growing threats to vital organizational interests are indelible on the canvas of
the foreseeable future. As no two events are identical, no plan can anticipate or address every possible
circumstance. In response, many organizations staff a crisis management team and assign roles and
responsibilities. However, implementing this effort alone is inadequate to address the dynamic nature of
a crisis. It also creates assumptions, with the potential for significant undesirable conditions with
possibly irreversible results. To obtain an appropriate level of organizational resiliency, a successful crisis
management team must plan, train, and monitor its risk profile to ensure an effective crisis response. In
building a successful crisis management team, one of the best methods is a programs approach which
uses the following key tenets to avoid common pitfalls.
Leadership and Staffing of a Crisis Management Team

A foundational aspect of any endeavor is leadership. Common to a
successful crisis management team (CMT) is an executive sponsor and
CMT leader. The executive sponsor sets forth goals and expectations A successful crisis
while ensuring the resources are available to achieve them. The CMT
leader develops, implements, administers, evaluates, and maintains the management team
program in alignment with the sponsor's goals and expectations. must plan, train, and
The role of the CMT is to oversee the risk profile, provide adequate monitor its risk profile
support to mitigate anticipated or imminent risk and return the
organization to normalcy. While it may seem counterintuitive, recognizing to ensure an effective
the organization is in crisis can frequently be one of the most difficult crisis response.
aspects of this endeavor. To address the risk of this oversight, the CMT
must ensure there are means for awareness, notification, preplanned
measures, and integrated processes. Preparations support response and recovery from potential and
identified risk regarding the safety, security, health, finances, and travels of the organization. This extends
to the overall enterprise and its responsibility as to what was or should have been known, prior to the
disruptive event.
When selecting a team member to lead the crisis response, the CMT leader should appoint the best-
qualified person to address the event. Just as no two organizations are identical, neither are CMTs.
Typically, CMTs are comprised of high-level members of the organization from varying disciplines.
Depending on the size and needs of your organization, the makeup of your team will vary. However, a mix
of personal attributes and characteristics are essential to formulating an effective team. Personnel with
an ability to quickly assess often unknowable situations and which can rapidly initiate actions to
separate, protect, and reduce impacts are essential to the CMT. While every member may not exemplify
desired traits, a good CMT is symbiotic; with the ability to unite, pool resources, engender confidence
among each other, and work together toward common goals.
The core CMT typically consists of senior personnel from legal, operations, communications, and human
resources. Other personnel should be identified and staffed on an as-needed basis. This may include
people from: health and safety, public relations, finance, facilities or property management, engineering,
security, medical, information technology (IT), purchasing, supply management, or quality control.
Capabilities of a Crisis Management Team

Leadership has the responsibility to organizational stakeholders to build and maintain a CMT that can
detect, assess, and respond to events which exceed the capacity of emergency response or events
outside of analyzed risk parameters. Crisis management capabilities should include policies, plans,
procedures, and processes to ensure an effective response to return the organization to normalcy. It is
important to dedicate knowledgeable personnel and enough resources towards the design,
implementation, and deployment of this documentation; as it provides a tangible return on investment
when events are mitigated from becoming major crises.

Team capabilities needed when a crisis occurs include:
• the instinctive application of risk management competencies;
• ensure that the CMT gravitates to circumstances and consequences versus the disruption;
• a process that allows a systematic review of the risk profile for impacted operations and assets;
• the ability to implement ad hoc mitigation until all assets are free from disruptor impacts; and
• to preclude risk from evolving through complexity and cascading effects.
It is important the CMT, at all levels, be able to operate within the incident management operational
cycle to identify risk, develop mitigation (degree of risk drives the level of intensity), procure and dedicate
resources, and assess the impact once deployed. Collaboration skills are a must for successful CMTs.
Communications
Communications are critical to the organization's credibility, reputation, and ability to resume normal
operations. The need for information is a vacuum for all concerned. Given global hyper-connectivity, the
real-time cycle of social media, and the general population's position that everything is public
information, it is imperative social media is monitored and event information is continuously updated to
ensure communications are accurate, timely, and relevant to intended audiences. During a crisis,
accuracy and speed in communications are paramount, with the CMT ensuring:
• The right information is provided to the right stakeholders at the right time (which reduces stress to
those affected).
• The corporate commitment to resolving the crisis and controlling the flow of information (which
prevents rumors and misinformation) is firmly demonstrated. In the 21st century, it is vital to realize
the story is likely to be ahead of the CMTs response.
With all of this in mind, when planning, conducting, and controlling crisis communications, ensure the
organization has addressed communications with employees, families, suppliers, the media, and have
developed processes for situations involving high levels of fear or unknown risk. The need for these
efforts to be effective cannot be overstated, as the media will undertake an unrelenting effort to draw
more and more information, regardless of the source or its accuracy where CMTs are found lacking. To
address this, the CMT should create a media relations element with the spokespersons tasked to develop
relationships with local media (e.g., invitations to meetings, open houses, and luncheons) to aid their
understanding of the organization's culture, operations, and contributions to the community. This
provides an opportunity to learn about their needs, as they will become stakeholders during a crisis.
One method to aid the CMT, and counter crisis hearsay, is to develop a holding statement. The holding
statement is designed to provide a detailed yet concise picture of the situation. By preparing an initial
holding statement and updating it as the response to the crisis evolves; the CMT will have an accurate
picture of the assets impacted, efforts to mitigate risk, and a plan to share information with relevant
stakeholders. It may also be helpful for the organization's spokesperson to develop and provide a media
kit with general information about the organization at the onset of the crisis. Providing the media with a
controlled area with power, connectivity, and comfort items can also aid relations.
Training and Exercises

Given the high probability for the frequency and severity of disruptions to increase, training and exercises
should be based on the current situation and forecasted changes to the organization's risk profile. An
ongoing focus on training will maintain the desired level of CMT capabilities, with drills and exercises
demonstrating the level of CMT effectiveness while also identifying any additional needs. Furthermore,
the manner in which resources are applied (throughout the planning, implementation, and post-plan
continuum) will require timely and precise adjustments. Attaining and maintaining this perishable skill will
necessitate formal training and frequent exercise to build a successful CMT.

In an event, attention and focus will initially gravitate to the disruption. However, leadership and
management should quickly transition focus to circumstances and consequence without overlooking the
need to continue to monitor the disruptions origin for deviations and the likelihood of cascading effects.
To ensure executives, managers, and employees are prepared to execute their duties in support of the
organization’s crisis management plan, adequate training must be offered to ensure personnel are
familiar with how this process is designed to work; specifically, their assigned duties and responsibilities.
To ensure the organization maintains an appropriate level of preparedness to respond to crisis, all of the
activities listed herein, and the required frequency to meet the desired levels of performance, should be
firmly established.
Risk Profile
Effective response and recovery planning requires the increased monitoring of the organization's risk
profile to maintain the requisite balance between preemptive, proactive, and reactive efforts. One of the
best ways to prevent a crisis from occurring is to develop a risk profile specific to organizational assets,
anticipate the types of events that may occur, and either plan to prevent or respond to them. The degree
of response is determined by the manner in which the event is classified.
Event Escalation Flow Chart

Underestimating the scope and severity of organizational disruption by the event is often the antithesis of
the successful CMT.
Achieving and maintaining a successful CMT requires the diligent monitoring of internal and external
climate and culture as the effectiveness of applied mitigations can change rapidly. It is also important to
emphasize that tradeoffs reside in all decision-making. Maintaining a state of normalcy is directly
dependent upon the risk of an asset or process becoming disrupted.
The key to managing risk is fully understanding each assets risk profile.
This profile focuses on three major factors (threat, vulnerability, and
consequence) which are realized by all assets. As factors within the risk As factors within the
profile change, the organization must be prepared to adjust the degree of
mitigation to lower risks that are too high, as well as forego the cost of risk profile change, the
mitigation that may be unnecessary. Historically, shifts in the risk profile organization must be
are a result of changes in disruptor intensity.
prepared to adjust the
While changes, in consequence, may change the level of analyzed risk,
adding or enhancing existing mitigation strategies are usually adequate to degree of mitigation to
mitigate the change. However, new areas of consequence (where existing lower risks that are
mitigation is ineffective) must be reported for inclusion into the
organization's risk assessment to ensure the CMT can sustain a high too high, as well as
probability of successfulness. Reactive disruptors are already involved in forego the cost of
some phase of impacting your organization's assets. These are usually
identified through a robust and effective risk management plan. mitigation that may be
The successful CMT is one from an organization that: unnecessary.
• Adequately assesses risk
• Constantly monitors the risk profile to detect potential threats
• Consistently executes preemptive and proactive risk management strategies
• Rapidly implements an effective response to preclude the opportunity for crisis
Continuous Improvement
Once a crisis is under control, it's tempting to move on after the organization has returned to normalcy. A
successful CMT will ensure they immediately reflect on how the crisis was managed, perform a formal
after action review, develop corrective actions, and implement change management while reinforcing the
training that provided the desired results.
After building a successful CMT, the challenge becomes how to refine and maintain their performance.
The program should be reviewed on a scheduled basis. Especially after any changes in team personnel,
major revisions to plans, new executive leadership, after testing the CMT, or following an incident that
required CMT activation. Periodic consideration should be given to the use of external evaluators to
ensure further the CMTs continued success.

Responding to Crisis Effectively
In a crisis, efforts toward the planning, training, and coordination of

resources enable an organization to surge toward the protection of its
assets and operations during a disruption. However, what cannot be Ongoing efforts to
surged is stakeholder trust and confidence. Before a crisis, a requisite
level of capabilities must be developed and maintained to provide identify, prepare,
stakeholder confidence that assets and operations will be sustained to mitigate, and monitor
the highest degrees of availability. Otherwise, decision-makers could find
themselves in analysis paralysis. Analysis paralysis occurs where for changes in the
response efforts are overwhelmed by the volume of information to be organization’s risk
considered, the speed in which the crisis is evolving, and the impact of
the stressor to assets within the operational environment. Ongoing profile are crucial to
efforts to identify, prepare, mitigate, and monitor for changes in the preventing analysis
organization’s risk profile are crucial to preventing paralysis and ensuring
decision-maker effectiveness. Shortfalls in the preparation or ongoing paralysis and ensuring
monitoring can also hobble decision-maker effectiveness through the decision-maker
universal equalizer - time.
effectiveness.
To ensure that an effective outcome can be consistently achieved,
two core questions must be answered:
1. Are crisis management and response capabilities resourced, trained, exercised, and continuously
available for use?
2. Are mechanisms in place to effectively monitor and communicate changes within the organizational
process risk profile?
The level of effort and leadership focus the organization commits to managing and communicating
changes within the risk profile will largely define response effectiveness and set the conditions for all
that is to follow.
Crisis Capabilities
A Crisis is a cascading series of events for which there is no preplanned
mitigation. An organization can best prepare for a crisis by developing An organization can
and refining its processes used to communicate and implement ad hoc
mitigation strategies. There are two components to crisis management: best prepare for a
organizational and operational. Organizationally, resources and support crisis by developing
from executive leadership are required to develop the policies, plans, and
procedures needed to establish a crisis management capability. and refining its
Operationally, these capabilities need ongoing training, exercises, after- processes used to
action reviews, and improvement plans to achieve and maintain response
effectiveness. These skills are refined by focusing on a feedback loop to communicate and
identify best practices, overcome lessons learned and reinforce the trust implement ad hoc
and confidence of stakeholders.
mitigation strategies.
The manner and means in which the feedback loop is applied
(throughout the planning, implementation, and post-plan continuum)
demand timely and precise adjustments. These adjustments require
relative risk be assessed and monitored for changes in the risk profile, which aids crisis avoidance.
However, some choose to limit their actions by mitigating obvious risk, accepting best practices from
other organizations, and assuming since no incidents have occurred, relative risk is adequately mitigated.
This methodology creates the dangerous illusion that risk has been addressed while unknowingly creating
an opportunity for significant peril.

Operational environments are evolving into increasingly complex networks of interdependent assets
performing at an escalated pace. Thus, the organization's ability to respond to a crisis is paramount to
the protection of assets; while preparation, monitoring, response, and recovery planning are reconciled as
the organization changes direction or expands. Moving crisis management from a capability to
demonstrated effectiveness allows the organization to maintain the balance between proactive and
reactive response efforts. This provides the operational agility necessary to pursue opportunities based
on stakeholder demands and the evolutionary pace of the organization's industry. Effective crisis
management enables the organization to respond to disruptions that cannot be predicted and to industry
events affecting assets in an environment where formal risk mitigation capability has yet to be developed.
Once achieved, this capability’s level of effectiveness is measured by the feedback derived from drills,
exercises, and after-action reviews (AARs) of actual events. This process provides the knowledge and
experience needed for effective crisis management. The output from these initiatives builds stakeholder
trust by collectively demonstrating the attainment of crisis management and response competencies.
These competencies translate into confidence when a crisis occurs. As crisis is a dynamic condition
where preplanned mitigation or response capabilities are exceeded, it is paramount those involved in
crisis response fully understand the organizational span of control, areas of influence, and the
environmental canvas.
These dynamics ultimately dictate the levels of success and failure:
• Span of Control: The location and resources
the organization has the authority to directly
Span of
control to reduce or inhibit the impact of the
stressors on an organizational asset or
Control
operation.
• Area of Influence: The location and resources Areas of
the organization can directly influence the Influence
actions, or an ability to act, to reduce or
inhibit the impact of the stressors on the Environmental
organization's asset or operation.
Canvas
• Environmental Canvas: Conditions in relation
to time, place, and purpose where an
organization and its assets operate or desire
to operate. This dictates the proactive
mitigations for foreseeable stressors as well
as the reactive resources required to return
to normalcy when preplanned mitigations are
exceeded.
These dynamics also directly affect efforts to achieve stakeholder demands. This requires the
organization to have the capability to monitor for changes in the risk profile. To leverage this capability,
the organization must first set clear parameters so the monitoring asset initiating the notification of
change understands the mitigation threshold has been or is about to be, exceeded.
Monitoring Change
Historically, shifts in an organizations risk profile are attributed to changes in a potential disruptors
presence or intensity. While there may be an effective plan to address these changes, monitoring is a
critical component. Without this capability, changes in the risk profile could unknowingly surge beyond
the capabilities of proactive mitigation strategies. This can lead to cascading effects that impact life
safety, organizational assets, and degrade the performance of essential functions. Effective monitoring
provides the awareness needed to proactively address deviations in stressor characteristics at the lowest
possible level of intensity. This provides time to mitigate residual vulnerabilities that were accepted, and
thus preclude the opportunity for a crisis. In conditions where the stressor presents with a sudden onset,

effective monitoring improves the ability to inhibit or limit the degree of impact the stressor exerts upon
the asset or operation.
However, some organizations profess a consistent level of monitoring for crisis has been achieved
without providing the requisite evidence to demonstrate its effectiveness. In the post mortem, many
organizations were found to have used spurious risk management practices in developing their risk
appetite statements. While those risk managers appeared to know the tactics for managing risk, their
lack of understanding its precepts created inaccuracies in risk acceptance at the individual,
departmental, and enterprise levels. Spurious risk management, at its core, accepts unanalyzed risk
factors or incomplete risk forecasts in shaping and sustaining the organization and its operations.
As with all major crises, the 2008-09 financial crisis renewed public and private sector interest in
monitoring risk management activities. Performing these actions are well-founded and advised to
leverage the organizations capacity to deliver products and services. Unfortunately, many still fail to
acknowledge the fact that risk is never static and its management is an evolving organizational process,
not a one-time event. When assessing an organization for indications of spurious risk management, the
primary characteristics are: addressing only low hanging fruit, adopting a once and done mindset, and the
inability to adequately characterize the environmental canvas (e.g. the arrangement of assets and
resources in time, place, and purpose).
There is another aspect often underrepresented in receiving the attention warranted; evaluating an
organizations remaining capacity to handle unforeseen risk and/or stressors is a key factor in measuring
organizational resilience given current efforts and operating tempo. More specifically, without the means
to monitor risk capacity, the likelihood of an event whose magnitude and severity will lead to a crisis is
significant. Monitoring this condition ensures the organization maintains the mitigations necessary to hold
or improve its risk position within the goals it desires to pursue. Further, this activity enables the
likelihood the organization can sustain its essential functions and mount an effective response should the
need arise to return a disrupted asset or operation to a state of normalcy.
Effective Response
An effective response limits the impact imposed by Continuous Response Assessment
the initial disruptor. The primary objective is to
separate the impacted asset or operation from
the stressor. Effective communications are What assets are
essential. Initial communications advise how currently under an
the asset or operation is being affected by the unacceptable level
disruptor, who is impacted, and to what or risk?
extent. Accurate follow-up communications
are key to avoid the unnecessary expenditure
of resources, control the flow of information,
and reduce fears and tension by answering
unknowns in a timely manner. Continuously
assess the situation to prioritize resources and Was the mitigation
effective in What actions and
sequence the response. resources are
lowering the risk to
When assets or operations are impacted to a an acceptable required to
level? mitigate that risk?
degree that exceeds existing protective
measures, crisis response must analyze the
risk profile, develop a plan to separate the
asset or operation from the stressor, and
allocate the requisite resources to ensure
successful mitigation. Response must
periodically review the progress of mitigation
efforts, determine the level of effectiveness, and then reassess any assets whose risk profile remains at
an unacceptable level. Once all assets have been separated from the stressor, the response is concluded.

Conclusion
Crisis, by its nature, brings ad hoc response. Creating a proactive environment, developing
interoperability, maintaining resources, and constantly monitoring the risk profile collectively reduces
response times and limits cascading effects. Speed must be balanced with deliberate decision-making.
Unwarranted acceleration can lead to unnecessary risk, reduce stakeholder confidence, and require
additional resources. The development of crisis management and response capability, establishing it as a
budgeted line-item, and routinely evaluating its effectiveness will go far in securing stakeholder trust and
solidifying confidence that the organization can respond to crisis effectively.
About WorldAware
WorldAware, Inc. provides intelligence-driven, integrated risk management solutions that enable
multinational organizations to operate globally with confidence. WorldAware’s end-to-end, tailored
solutions integrate world-class threat intelligence, innovative technology, and response services to help
organizations avoid threats, mitigate risk and protect their people, assets, and reputation. Founded in
1999, WorldAware is a privately held company headquartered in Annapolis, US with offices in London,
Cape Town, and Singapore.
Disclaimer
The information contained in this document provides only a general overview of subjects covered; it is not intended to be taken as
advice regarding any individual situation and should not be relied upon as such. This document may include information from third-
party sources including government and industry organizations. This third-party information is subject to change at any time.
WorldAware accepts no liability whatsoever for any loss or damage arising from the content or use of this document.


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How Much Crisis Planning is Enough ........................................................................................................ 3

Building a Successful Crisis Management Team .................................................................................... 6

Responding to Crisis Effectively ...............................................................................................................10

Annapolis • London • Cape Town • Singapore | WorldAware.com Page 2

One of the most important management competencies is planning.

Developing and Monitoring the Risk Profile

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Defining and Communicating the Risk Appetite

Planning & Development

Crisis Management Risk Management Emergency Response

Apply Enterprise-wide Active Planned

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Ensuring Crisis Planning is Established, Implemented, and Effective

Crisis Planning Evaluation Criteria

Established Implemented Effective

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Leadership and Staffing of a Crisis Management Team

Capabilities of a Crisis Management Team

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Training and Exercises

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In a crisis, efforts toward the planning, training, and coordination of

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