Harvest quick learnings from your crisis response | Risk Advisory | Deloitte Netherlands


Harvest quick learnings from your crisis response

Resilience, Crisis & Reputation

When your organisation has just recovered from a crisis (or in the case of Covid-19, is just getting to grips with it) and the pressure has eased, looking back may not be your highest priority. But this is exactly the moment when reviewing your crisis performance is most worthwhile.

So there you are with your fellow board members, feeling relieved, celebrating the way you pulled the organization through the worst in a truly joint effort. Normality beckons. Sure, looking back is important, but this is no time to pick apart your crisis response. Or is it?

Starting point

In fact, there’s no better time to look back than now . Why? Because this is a starting point. It’s where your preparation for the next crisis or other high impact event begins. Or, in the case of a protracted crisis like Covid-19, it’s where the new and improved version of your crisis response begins. A review is not about allocating blame. It’s about standing still for a moment to observe in (almost) real time how the crisis response you had on paper has actually worked in practice. And harvesting learnings from that. Learnings that will make your future response more effective and your future organisation more resilient.

Objective and methodical

That said, self-analysis is hard. Especially if your organisation is in the midst of or just emerging from a situation. An effective review is best done by specialists with an objective viewpoint and a methodical approach. An additional advantage of giving this responsibility to outsiders is that it is less likely to ruin the feel-good atmosphere in your team.

So what does a good crisis response review look like?

A good crisis review should be broad enough to include aspects like governance, the decision making process and crisis communications. At this early stage, it should also be quick and cost-efficient, so as not to place too much of a burden on the organisation’s overstretched employees and possibly depleted finances. Ideally, it should deliver a report with facts and actionable conclusions in something like two weeks. That enables quick rebuilding of resilience, so your organisation is back in shape to meet the next challenge. And last but certainly not least: the report should not disappear into a drawer but be discussed at length with your team, and followed up with actions.


Reviewing your crisis response is essential , whether you have just survived a cyberattack or a financial scandal. Whether you are in an ongoing struggle with corona measures or with sustainability issues. To build back better, you need a solid foundation of facts. And the sooner you have those facts, the sooner your organisation will be ready for a leap forward.

More information

Deloitte has a wealth of experience supporting support organisations through the entire crisis and resilience lifecycle. Our Resilience, Crisis & Reputation Management team offers a full suite of services in this field, including our unique Initial Response Review. To learn more about how they can benefit your organisation, just get in touch with Danny Tinga or Frédérique Demenint via contact details below.

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