Plans are common. Readiness is rare.

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 people to act when it matters.
That means clear roles. Defined responsibilities. Agreed ways of working.
Because when crisis strikes, confusion spreads fast. And structure is what stops chaos.
A well-designed plan also helps teams remember critical actions they’re not used to doing:

These aren’t difficult questions. But in the heat of a crisis, when stress is high and time is short, they become essential.

Why “just winging it” breaks down

In small teams that know each other well, improvisation sometimes works.
But in larger organisations, coordination matters more than instinct.
And when key people are on leave – or no longer around – a shared, documented approach becomes the backbone of your response.

But we have a plan – so we’re ready?

Unfortunately, not quite.
Most crisis plans miss one of two things:

In many organisations, these basics are either missing – or they’re written down but never internalised.
People haven’t read their role cards. They’re unsure how to activate the crisis team. They rely on memory instead of method.
And when the moment comes, the plan stays unused – right when it’s needed most.

What it takes to make planning create real capability 

So what does an effective plan look like? 

It’s not about writing more pages. It’s about ensuring the plan supports people, decisions and coordination – in the moment that it is most needed. 

At Murphy, we define plan maturity across four levels: 

Level 1: Foundation 

Your baseline must include: 

This is where most organisations need to start.  

Level 2: Support 

The plan must help people do their job by including: 

Here, we move from having a plan to being able to use it. 

Level 3: Strategy 

The plan must go beyond reactive steps: 

Planning here drives progression – not just compliance. 

Level 4: Integration 

At the highest level, planning is part of business governance: 

Here, planning supports not only survival – but transformation. 

Start with where you are, not where you hope to be 

We rush ahead to build complex plans and structures, but skip the foundations. 
We assume knowledge. We assume clarity. We assume cohesion. 
That’s why our recommendation is simple: 

👉 Start by assessing where you are today. 

Using The Crisis Framework by Murphy, you can: 

Planning is not a one-off project. It’s a cycle. And it needs ownership, clarity and time. 

📄 Want a sample report of The Crisis Framework as a printable PDF?

Fill in your email and we will send you a sample report from The Crisis Framework by Murphy (TCF).

📊 Need help assessing your plan structure or running a capability review? 

Take the opportunity to get a free level 1 assessment with The Crisis Framework by Murphy for your organisation. Fill out the form below and we will get in touch and book your free assessment.