2550 articles drawn from our engagements in Geneva, Lausanne, Zurich, Bern, Basel, Lugano, Fribourg and Neuchâtel. Case studies, practical guides, 2026 trends.
Tightening command during a crisis seems reasonable. Research nevertheless suggests distinguishing the authority needed to decide from the flow of information needed to correct a decision.
A crisis plan assigns responsibilities. Research suggests also examining how work is coordinated when events outgrow that allocation.
Communicating quickly does not mean communicating with certainty. Research suggests distinguishing between protecting people, attributing responsibility and repairing trust.
In a crisis, staying the course can reflect either discipline or escalating commitment. Research suggests examining what justifies continuing a response, rather than how long it has been in place.
An incident-free exercise can reassure without demonstrating an ability to handle the unexpected. Research suggests distinguishing success within a scenario from the transfer of learning.
Each organisation may have a recovery plan without their actions being compatible. Research points towards dependencies between activities, rather than team availability alone.
Centralising decisions can clarify a crisis response, but it can also narrow the information reaching decision-makers. The challenge is to preserve constructive challenge without making action impossible.
A handover can pass on decisions while losing the constraints that justify them. Research on information sharing helps clarify this risk, without establishing a universal handover method.
A translated instruction is not necessarily understood in the same way. In a crisis, the check must address the expected action, not just the wording.