Organizations must prepare for when, not if, disruption occurs.

Many organizations excel at restoring operations but lack capacity to address the human impact of crisis.

Resilient recovery depends less on policies and more on corporate culture.

“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” —Peter Drucker

It is estimated that more than 75% of U.S. organizations have activated—or needed to activate—emergency, continuity, or crisis procedures in response to disruptive events. These events include active threat situations, employee mental health crises, natural disasters, and cyber incidents. When incidents such as sudden employee deaths, workplace violence, and active shooter events are considered, the number of companies anticipating a future crisis rises to nearly 95%.

While COVID-19—arguably the most widespread disruptive event in modern history—prompted many organizations to evaluate and revise their crisis-response policies, not all employees feel confident that they will be supported in the aftermath of critical incidents.

Many organizations have well-developed processes for restoring operations following a crisis, yet lack the knowledge and resources necessary to address the human impact. Mishandling the people side of a crisis prolongs recovery, increases turnover, lowers morale, and reduces employee engagement. For this reason, organizations must shift their........

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