Strategic Crisis Management – Executive Training

No one can predict when a crisis will hit your business – but knowing how to react to it will not only buy precious time but help you succeed through it. A crisis that is not managed well can destroy financial value or even worse – the trust of your clients and employees.

By definition crisis management is a process by which an organization deals with a disruptive and unexpected event that threatens to harm the organization, its stakeholders, or the public.

Yet mostly crisis management of corporations is limited to communication and poorly coordinated activism.


How Strategic Crisis Management helps you manage a sudden and significant negative event

When a crisis hits, a capable cross-functional team should be in place to construct a detailed scenario of the main threat(s), with a breakdown of possible solutions and outcomes; allowing the organization to estimate the impact and consequences of potential paths the crisis may travel.

This helps the organization in making major decisions quickly based on facts with long-term positive ripples, rather than merely reacting on current developments with short-term impulses.

  1. Control the organization – activate a small, cross-functional team, led by a C-suite member, to control planning, investigation, governance and communication
  2. Stabilize stakeholders – identify concerns and threads stakeholder by stakeholder and address them immediately to reduce anger and extreme reactions
  3. Resolve operational challenges – use structured problem-solving frameworks and empower teams of specialists to work on solutions
  4. Ensure business continuity – take measures to allow operations to continue and mitigate short- and long-term risks


What will this course achieve?

This course gives the executive an overview and understanding of the best practice approaches to crisis management. During our course our experts will lead you through the main stages to build a resilient organization by applying the ‘British Standard Guidance on organizational resilience’ (BS 65000:2014), following 6 major steps

  • Introduction to Crisis Management Theory
  • Overview of British Standard Guidance on organizational resilience
    (BS 65000:2014)
  • Best practice approaches across the organization
  • The roles and responsibilities of the Executive in crisis management
  • High-level Gap Analysis exercise
  • Review & discussion with Subject Matter Expert

With our expert course for executives, you will gain an overview in 1 day on how to prepare your organization to act confidently during the next crisis.

Who should attend?

Executives and senior managers who want to understand the concepts of resilient organizations

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1 day
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Craig is a former British Army officer. Since leaving the army in 2000, Craig has worked as a senior manager in the physical and personal security industry throughout EMEA with a broad range of both commercial and private clients and has amassed a wealth of security, risk, operational resilience, crisis, investigations and business continuity management experience.

Having worked in operational, tactical & strategic capacities & been deployed in international postings, Craig has a comprehensive perspective of the security, risk resilience and crisis management requirements of international organisations & is recognised as having a deep understanding of the geopolitical & operating complexities of the developing and fast changing MENA Region.

This understanding has allowed him to become a contributor to the development of best security & risk practices throughout EMEA, developing concepts & implementing truly integrated operational risk resilience solutions in a wide cross section of commercial environments including, Transportation, Maritime, Oil/Gas, FMCG, Banking & Public sector/Government critical infrastructure protection etc.

Craig is working with Four Principles as a SME (Subject Matter Expert) to support and deliver consulting and training for Crisis Management, Corporate Risk Management, Travel & Security Management, Business Continuity and more.

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After ten years working in Europe and the US as a development engineer for the likes of Mercedes Benz, Chrysler and Smart, he joined Porsche Consulting, the Lean Management division of Porsche AG in Germany.

Specialising in Automotive, Aerospace, Electronics, Manufacturing and Software, James spent several years honing his skills with Porsche Consulting, focussing – and publishing articles – on Lean Enterprise, Lean Management and Lean Development.

He then joined Four Principles, bringing his diverse skillset to Lean projects across a wide variety of clients and sectors, not only as a Lean specialist, but also as a Chartered Engineer and Member of the Institute of Mechanical Engineers.

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