A crisis can be seen as an unexpected turning point in the usual course of events, a disruption that, although often sudden, is not always unpredictable.
It is characterized by a combination of factors: the urgency that demands a quick response, the uncertainty that clouds decision-making, and the potentially severe impact on the organization or community affected.
It is not so much a series of isolated events, but rather a dynamic sequence where each decision and action can influence the outcome.
Consider, for example, a seemingly minor incident that escalates into a major crisis. A quintessential case is the Deepwater Horizon oil spill in 2010. Initially, this incident appeared to be just another industrial accident in the oil sector. However, the situation quickly worsened, revealing flaws in safety measures and emergency response strategies. What might have been an isolated incident spiraled into a major environmental and economic crisis, with profound repercussions on the environment, the local economy, and the image of the involved company.
This transition from an incident to a full-blown crisis underscores the importance of vigilance, preparedness, and an organization's ability to respond appropriately. Initial responses, effective communication, and risk management play a crucial role in preventing the escalation of an incident into a crisis. A crisis can emerge unexpectedly or develop from a poorly managed minor incident. Its unpredictable and often complex nature demands strategic preparation and response, as well as an ability to navigate uncertainty while making crucial decisions within tight timeframes.
We have developed a simple and pragmatic method to develop an effective response framework to any type of crisis: technological, human, industrial, etc.
The first step is obviously an inventory which provides us with all the information on the needs and the existing situation in terms of crisis. At the end of this phase we are able to understand what crisis scenarios we may encounter, what their effects will be on the organization and what arrangements we already have to manage crises. A well-documented risk and impact analysis is an asset for carrying out this step and may prove necessary if it does not exist.
The second stage is devoted to the design of crisis management strategies. In particular, it identifies the fundamental crisis management tools that must be developed: crisis cells, crisis management infrastructure, management and control processes for all phases of the crisis, etc.
In the third step, we move on to building the device. A crisis management and crisis communication plan is designed and all procedures are incorporated into it. Crisis management tools and infrastructure are implemented and tested.
We come to the fourth stage in which we prepare the crisis exercise plans. The planning, scripting and implementation of an organization of exercises is carefully defined.
For this system, we recommend a cyclical approach similar to the PDCA of management systems. This precaution makes it possible to maintain the crisis management system permanently adapted to the challenges of the organization and to the new crisis scenarios that appear.
Key factors:
 | Fully adaptable to all organizations. |
 | Pragmatic and evolutive |
 | Savings and budget control |
Crisis Team improvement
This offer is centered on the concept of crisis cell.
Its objective is to strengthen the efficiency of this concept within the organization.
There are many reasons why the crisis unit may not function properly. It is imperative to correct them because this system is vital in a crisis situation. Any malfunction can prove fatal.
To make the crisis unit optimal, we have developed an effective approach. We rely on in-depth knowledge of the issues, the organization and its capacity to respond to crises during work meetings and workshops.
Armed with this knowledge, we are developing several alternatives in order to eliminate the device's performance defects as much as possible.
Finally, we support the organization in integrating the new system into the organization, in particular by redefining its crisis management plan.
Crisis Exercise
We have great mastery of crisis exercises that we have developed in numerous scenarios.
We offer to take charge of your own exercises in order to make them effective, informative and attractive.
We ensure the conduct of all the steps necessary to carry out an optimal exercise: identification of crisis events, scripting and story boarding of the crisis exercise, preparation of the exercise and the teams involved.
All levels of complexity and plausibility of exercises are possible: from tabletop exercises to simulations very close to reality. We can therefore meet all your needs and adapt our approach to your maturity in crisis exercises. Of course we support you in carrying out the exercise by providing the appropriate resources for the simulation and recording of the results.
A complete exercise report accompanies the end of this exercise and directs you towards the most profitable improvements on your device.
Tailor-made offer
Your needs may be very specific, your method is not standard, or you need a consultant for a certain period without a completely defined scope of work.
We have a solution adapted to your needs: contact us by phone or email to discuss it.
Business continuity management is our business.
We have therefore developed a very comprehensive training framework.
Different formulas are suitable for all levels: beginner, professional or expert.
Our comprehensive BCMS training courses provide a complete overview of the entire business continuity management cycle. The "quick overview" option covers the subject in 3 days. The "Full expert" option is more extensive and devotes 5 days to an avalanche of details and numerous exercises.
We also have specialized modules that focus on a particular subject: BIA, DRP or supply chain continuity.
Key factors:
 | Field experience and real examples |
 | Content updated regularly. No outdated information |
 | Savings and budget control |
We can create training suitable exactly to your needs.
To do this, you must provide us with all the information concerning your needs so that we build the offer you need.
Please send us a request by email with the following information:
Knowing how to make the right decisions at the right time or being able to step back in the heart of the storm is not within everyone's reach. In extreme crisis situations, it is useful, and sometimes even vital, to be able to rely on a trusted person to ensure proper management of the situation. Our consultants are experienced professionals who have methodological knowledge and, above all, field knowledge of high-risk situations.
Mobilize us in your worst disasters and we will help you emerge from the disaster in the best conditions.
Our coaching offer is made for this; a consultant supports you in normal situations to improve your Crisis Manager performance and in crisis situations to make the most of your new skills.
A meeting room is made for organizing meetings, not for managing crisis situations. Not using the right tools or settling into infrastructures that are not designed for crisis management can be a fatal mistake.
At the time of crisis, the infrastructure must be ready, operational and available.
The teams must find the most appropriate place there so that they can give 100% to the management of the disaster.
This infrastructure exists in our offer. It's up to you to make it exist in your organization.
Key factors:
| Fully adaptable to all organizations. |
| Savings and budget control |
IA for crisis management
Please contact us for information.