When a crisis hits, it’s not your plan that acts — it’s your people.  And in every real event we’ve seen, human capability is the difference between a coordinated response and a fragmented reaction.  Yet, most organisations assume capability instead

“Organisations don’t resolve crises, people do” – Matt Ireland  Why technology fails – exactly when you need it most  In many organisations, digital tools are seen as the backbone of crisis management. There are systems for communication, documentation, incident response,

“The single biggest problem in communication is the illusion that it has taken place” – George Bernard Shaw.  Crisis communication isn’t about polished wording – it’s about leadership under pressure and clear answers to difficult questions. Clarity, speed and trust

Structure is not the same as readiness.  In a crisis, what matters isn’t just your plan — it’s whether your organisation can move, decide and adapt at speed. This capability is rarely tested in day-to-day operations. But under pressure, your

Most organisations say they have a crisis plan.But when pressure hits, that plan often stays in the drawer. The real job of a crisis plan A good crisis plan isn’t about predicting every possible scenario.It’s about one thing: enabling your

Feeling safe is crucial to doing good work and reducing stress. But when a crisis occurs, whether it’s a cyber crisis, terrorist attack or death among your staff, uncertainty and surprises can lead to even more stress and bad decisions.