Perspective
03 Nov 2020
3 minute read
Consider shape of business models and ecosystems of the future
Workforce & strategy: A priority for CEOs as they work with CHROs and CSOs to prepare and manage business continuity during crisis
THRIVE-TAL-STRAT-Consider-shape-business-models-PDF1
Post-crisis review and lessons learned
During a crisis such as the COVID-19 epidemic it is important to identify and capture lessons learned as well as organisational improvement opportunities. Organisations need to learn from past experiences and a post-crisis review includes both a technical investigation into the cause of an event, as well as an assessment of the effectiveness of the response. This article provides guidance on some of the most crucial post-crisis actions companies should take.
Topics covered in this article:
- Three key questions when conducting a post-crisis interview.
- Keeping an action and decisions log during the crisis, to capture the rationale behind decisions made.
- Validating adopted changes to procedures through exercises to prepare for future crises.
Rick Cudworth
Deloitte - United Kingdom
As a partner and the Resilience and Crisis Management leader of Deloitte UK, I have over 25 years of experience in resilience and crisis management. I have helped many global organizations define and design their crisis management framework and have run advanced simulations and war games across many industry sectors to enable them to be more crisis ready. I also have real-crisis experience, providing direct executive support through crisis events on multiple occasions.
Ashish Patwardhan
Deloitte - Global
Ashish is a managing director in the strategic risk and crisis management practice with Deloitte & Touche LLP. He advises clients in the areas of crisis preparedness, strategic and enterprise risk. He writes on crisis management, including the board’s role in crisis management, and employee engagement during a crisis.
Tim Christmann
Deloitte - Canada
With over 25 years of experience in the professional services industry, Tim has developed expertise in leveraging emerging technology to drive strategic initiatives. His ability to think holistically and critically in a continually changing market allows him to challenge his own expectations, resulting in creative solutions that see beyond the predictable and drive change on issues that enable our people, clients, communities, and countries to thrive. Tim’s goal for E&A is to continue building on and leveraging the strong Alliance relationships that allow us to bring differentiating solutions to our clients' most complex issues and opportunities. Prior to his role as Ecosystems & Alliances Officer, Tim was the Strategy and Innovation Officer for Deloitte Canada from 2019 to 2024 and the Managing Partner of Deloitte’s Consulting business from 2014 to 2019. Tim is an active supporter of various community organizations, including Indspire, Young Presidents’ Organization, Junior Achievement Canada, and Canada Snowboard.
