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11 Mar 2020
3 minute read

Crisis management & resilience planning

Being proactive during disruption

Crisis management & resilience planning
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Although the full impact of COVID-19 is still unknown, many organizations are being impacted by declining sales and reduced consumer demand, supply chain disruptions, and transport restrictions. These issues will have a domino effect on global markets with the escalating risk likely to impact those not yet directly affected by COVID-19. These companies need to consider their pandemic preparedness measures and be proactive and prepared. This article focuses on risk identification and organizational exposure; identifying critical dependencies; and how to develop pragmatic and effective crisis and resilience solutions.

Topics covered in this article:

  • Assessing the impact of a crisis on employees, assets, operations, stakeholders, and reputation
  • Understanding and managing risks in a time of disruption
  • Practical steps in developing a proportionate crisis and resilience response plan  

Key contacts

Ashish Patwardhan

Deloitte - Global
Ashish is a managing director in the strategic risk and crisis management practice with Deloitte & Touche LLP. He advises clients in the areas of crisis preparedness, strategic and enterprise risk. He writes on crisis management, including the board’s role in crisis management, and employee engagement during a crisis.
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Rick Cudworth

Deloitte - United Kingdom
Rick has over 25 years’ industry-leading experience in Crisis Management and Resilience. He has been interim Group Head of Resilience for two global banks has supported and facilitated executive leadership in responding to crisis events. He is a recognised industry leader in his field and Chair of the British Institution Technical Committee for Continuity and Resilience.
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