You demonstrate tenacity throughout the crisis lifecycle and score highest in crisis preparedness, crisis testing, response, and emerging stronger from crisis.
Due to the nature of crisis, no organization is immune. Despite being the highest scoring on preparedness, the Crisis Alert have actually experienced a greater number of crises. Nonetheless, you believe your organization is in a better place and emerged stronger as a company after the most disruptive crisis, suggesting your organization learns from prior experience and implements effective strategies.
During their most disruptive crisis, the Crisis Alert report feelings of determination, confidence, and resilience and may seek strategic crisis support from outside firms. They display heightened awareness to crisis management; they are more likely to report internal functions as having ‘high impact’ post-crisis and also acknowledge more secondary / ancillary crises. They remain alert to future crises and believe they are in a position to handle them successfully.
Consider performing a periodic crisis preparedness assessment to evaluate and identify potential areas for improvement and to monitor the maturity of your crisis program over time. Get in touch with a PwC crisis specialist and discuss your individual situation to be ready in case a crisis impacts your business.
You demonstrate a focus on preparedness and score moderately well in crisis preparation, crisis testing, response, and wanting to emerging stronger from significant incidents.
The Crisis Aware but Anxious indicate low confidence and a great level of uncertainty in their crisis management abilities. However, they have heightened awareness of the importance of crisis preparation and management and have a clear understanding of the level of internal impacts and resulting secondary / ancillary crises.
During their most serious/disruptive crisis, they report feeling hopeful and grateful, although they may have found themselves in a worse place after a crisis than before. As a result, these experiences keep them focused on the risk that crisis poses but more fearful than others about the potential impacts.
Consider performing a periodic crisis preparedness assessment to evaluate and identify potential areas for improvement and to monitor the maturity of your crisis program over time. Get in touch with a PwC crisis specialist and discuss your individual situation to be ready in case a crisis impacts your business.
You demonstrate steady confidence and determination throughout the crisis lifecycle and score well in preparedness, crisis testing, response, and the perception of having emerged stronger from significant incidents. However, as Crisis Calm, you are in a state of early ‘crisis germination’ and have not invested as much as others in crisis preparedness. may not have emerged stronger as a company after the most disruptive crisis.
The Crisis Calm’s assessment of their most significant crisis tends to indicate that there was low impact to internal functions. They believe their organization's management of their most disruptive crisis may have resulted in revenue growth indicating resilience within. Their pragmatic approach to crisis is evident; they are more likely to deal with crisis internally than to leverage external parties for support.
The Crisis Calm have some activities in place for crisis preparedness but have ample of room for improvement. Due to the outcomes of their past experiences they do not have the same level of concern about the potential impacts of crisis as other companies. What’s unclear is whether this sense of calm is simply due to less impactful crisis events that haven’t truly tested their resolve.
Consider performing a periodic crisis preparedness assessment to evaluate and identify potential areas for improvement and to monitor the maturity of your crisis program over time. Get in touch with a PwC crisis specialist and discuss your individual situation to be ready in case a crisis impacts your business.
You are facing an evident vulnerability gap with a disparity between crisis awareness and preparation.
The In Crisis Denial are least likely to engage in or invest in crisis preparation. Although perceived to feel ready if a crisis arises, they are the least likely to have a crisis strategy and plans in place to emerge stronger. Weakened crisis awareness has them least likely to expect they might experience a crisis in the future. They also believe internal functions see ‘low impact’ after crisis and are less likely to acknowledge secondary / ancillary crises as a result of it.
Their optimism is tempered, however, when crisis actually hits. During their most disruptive crisis, the In Crisis Denial report feelings of stress, anxiety, and anger and they tend to state that the impact from the most disruptive crisis detracted from revenue growth. The lack of focus on preparedness in advance of crisis creates a true vulnerability that they typically do not realize until it is too late.
Consider performing a periodic crisis preparedness assessment to evaluate and identify potential areas for improvement and to monitor the maturity of your crisis program over time. Get in touch with a PwC crisis specialist and discuss your individual situation to be ready in case a crisis impacts your business.