What invokes organizational survivability?
At BeST, we carry out a great number of crisis simulations across a wide range of industries. Regardless of the nature of the crisis or the industry of the organization, we often see organizations allocate all of their resources to the immediate management of a crisis, without accounting for the requirements that will emerge in the coming days, weeks and even months.
This understandable trend raises a thought-provoking dilemma- how can organizations appropriately and immediately deal with a crisis while positioning themselves to successfully handle the crisis in the long-term? In short- how can an organization ensure its own survivability in the face of crisis?
Regardless of whether we’re considering a data breach, a natural disaster or a terror attack- any organization that contends with crisis must at once handle the difficult and fluctuating immediate circumstances while simultaneously planning for the longer-term challenges and repercussions that will undoubtedly emerge as a result of the crisis.
One basic piece of advice based off our own experiences- short and long-term survivability measures should be both tactical and strategic. Albeit a fundamental indicator of preparedness, it is no longer sufficient to have a well-written emergency response plan. Even very simple considerations can have a major impact on a business’s ability to survive a crisis, such as providing personnel with sufficient food and water and scheduling enough down time to ensure proper cognitive functioning. Though no one will deny that facing a crisis requires considerable efforts from everyone involved, burnout is a phenomenon that sets in quicker than many people realize.
To prepare yourself, your team and your business to be best-positioned to handle your next crisis- be sure you consider the requirements for safeguarding the continuity of your enterprise as well as the continuity of your personnel, for the two are inextricably linked.