We like to do this in a workshop session with a company’s management team and encourage them to consider what crises could possibly occur, order these according to the level of threat and the likelihood of them taking place, and then plan an individual response for each scenario.
We encourage clients to start inwardly, looking at what events could occur within their own operation. This could be the serious injury or death of a worker, the loss of a significant contract, poor financial performance forcing redundancy or the closure of a facility, a fire destroying an office headquarters or an innovation by a competitor threatening a core product.
We then move on to external scenarios. If you are a component manufacturer in the aerospace supply chain and the failure of your component is found to be the cause of a disaster, the potential damage to your business is catastrophic. This is equally the case if you are a Prime or upper tier manufacturer or if you are an operator or an MRO business. You don’t even need to be at fault for the incident to suffer the consequences, as we have famously seen over the years with the likes of Pan Am and Lauda Air, both of which went out of business after suffering terrible damage to their reputations following high profile disasters that they themselves were not responsible for.