richard.whitby

Crisis exercises still need human oversight, sector knowledge and careful facilitation. The best results come when AI is used to accelerate design, challenge assumptions and generate options, while experienced practitioners refine the content and ensure it aligns with the organisation’s risks, plans and culture.

Resilience thinking must evolve from static contingency plans toward adaptive, layered strategies.

The last decade has seen a sharp rise in operational disruptions, cyber‑attacks, supply‑chain instability, and reputational events. But despite growing risk, many organisations still rely on outdated crisis plans, untested teams, and inconsistent processes.

In today’s unpredictable world, leaders face an unrelenting mix of operational, cyber, reputational, and geopolitical threats. 

2025 has been an interesting year for crisis and operational resilience exercising at Crisis Solutions.

How can you structure your operations to prepare for a cyber attack?

The luxury carmaker has said that production lines in the UK, China, Slovakia, Brazil and India have been brought to a halt by a cyber attack and its computer systems have been switched off.

In a world where many organisations fail to report a cyber attack to the authorities and some, but not all, go public it’s time for more consistency.

Firms must satisfy themselves that they can make decisions without delay to protect their assets and their clients data.

Crisis management is more than just following a plan. It’s about coming up with innovative solutions to situations that haven’t happened before.