Readiness - Response - Recovery

Reducing the likelihood and impact of a crisis, easing the path to recovery

Crisis readiness, response and recovery

Today’s crises are triggered by events inside and outside of a company’s control. The list is long: political interference, instability and unrest; terrorism; physical and cyber security breaches; workplace violence; insider malfeasance; IP theft; fraud; regulatory compliance failures; product recalls; natural disasters; supply chain disruptions.

A number of factors are combining to increase the frequency, complexity and types of crises companies face. Organizations must ensure they stand ready, respond effectively and recover stronger.



Orthodoxy and innovation

By melding traditional crisis management with modern techniques and technology, organizations reduce the likelihood and impact of crises. The competitive advantage that comes from organizational readiness is immense: it fosters success where others would fail.

Resolving critical issues and crises

Resolving critical issues and crises is a core part of Control Risks’ DNA, forged over 40 years during which we have helped more than 5500 clients in nearly 150 countries.

Changing patterns in terrorism

Islamic State is under pressure following territorial losses in the Middle East. But it is not yet defeated as either a military or ideological force. Meanwhile, we are seeing increasingly diverse terrorism threats globally - not necessarily more severe, but often less predictable.

Readiness, response and recovery following natural disasters

Readiness, response and recovery following natural disasters

Natural disasters must be factored in when assessing risks and threats and how to mitigate them. 2017 showed that worst case scenarios do happen. It is during these times that organizations must become resourceful and leverage all available resources to resolve a crisis.

When the call comes play icon

When the call comes

Seizing opportunities involves taking some risks. With the right insights, planning and programmes, an organisation can absorb shocks and continue successfully. But sometimes an incident or crisis can strike, seemingly out of the blue. You must respond, recover and learn the lessons for the future.

Building a global crisis readiness program: 13 pitfalls

Building a global crisis readiness program: 13 pitfalls

There are a number of common mistakes we see as organizations establish global readiness programs. They can lead to a plan that sits unused on a shelf when disruptions occur. Getting the set-up right will help ensure the global adoption of a sustainable, flexible and practical program.

Meet our experts


Rebecca Scorzato Rebecca Scorzato


Matthew Hinton Matthew Hinton


Alex Martin Alex Martin


Oliver Wack Oliver Wack


John Macpherson John Macpherson


Bill Udell Bill Udell


Mark Whyte Mark Whyte


Jacqueline Day Jaqueline Day


William Brown William Brown


Mark Wells-Cole Mark Wells-Cole


Aaron Schwirian Aaron Schwirian

Jeroen Meijer

Jeroen Meijer Jeroen Meijer


James Lewry James Lewry


Kathryn Fletcher Kathryn Fletcher

Prapti Pandey

Prapti Pandey Prapti Pandey


Marc Iskander Marc Iskander

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"Orthodoxy and innovation: organizational crisis readiness, response and recovery"


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