Are you confident about your response to a crisis?
A poor response to a crisis can wipe huge sums off stock valuations, argue Martin Caddick and Paul Robertson. But a focused response that impresses stakeholders can have the opposite effect
High-impact risk is now firmly on the boardroom agenda, driven there by the realisation of the damage certain events can do to corporate and management reputations. High-profile environmental disasters, weather-related public transport interruptions, natural disasters, machinery failure and sensitive data leaks ― to name a few examples ― grab media headlines. Read more
