At the risk of tooting our own horn, we are sharing the recent New York Times in-depth article on CommCore’s PressureTest crisis communication simulation. (Some Observer readers may have already seen it.)
For the article, the Times journalists played roles — not as reporters but as management and other stakeholders — and discovered first-hand what such simulations seek to accomplish: “[T]he quick escalation of the disaster and criticism from all sides made it clear why companies are paranoid about ending up in that kind of situation…and why they feel the need to plan.”
- Crisis simulations are worth the investment to assess current response planning and think through what else could happen.
- The best drills include a cross section of departments — legal, PR, IR, HR, IT, finance and risk management — to avoid tunnel vision and foster teamwork.
- Simulations help management evaluate the crisis team – who should be on it; and who should not.
- Simulations and analysis send a strong signal to stakeholders such as board members, investors, customers, and employees that the organization has taken steps to protect itself from threats.
As CommCore CEO Andy Gilman said in the Times: “You can’t prevent any crisis from happening. But you can shorten the duration, you can lessen the impact and do better preparation.”
CommCore delivers keynote speeches, interactive workshops and full-scaled simulations for corporate, non-profit and public sector clients. Please contact us to discuss how we can help you prepare.