Course : Risk and Crisis Management, Strategic Resilience for ExecutivesAnticipate, Decide, Communicate, and Bounce Back in Times of Uncertainty
Practical course - 2d
- 14h00 - Ref. D1H
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 | Analyze the major strategic risks facing the organization and incorporate them into its governance framework |
| Anticipate disruption scenarios in order to prioritize trade-offs in a context of uncertainty |
| Establish a crisis management team tailored to your organization and define its decision-making roles |
| Developing a crisis communication strategy that aligns with key stakeholders |
| Develop a strategic resilience action plan for your organization |
Intended audience
Corporate executives (CEOs, General Managers, Deputy General Managers), members of the executive committee, business unit or subsidiary managers exposed to significant operational risk, and risk, compliance, or security managers who report to senior management, as well as executives on track to assume one of these roles
Prerequisites
None
Practical details
Teaching methods
Self-assessments applied to one’s organization, collective brainstorming among peer leaders, work in subgroups, forward-looking workshops, role-playing exercises, time-limited crisis simulations, and real-world case studies.Toolkit: probability/impact matrix, principles of the ISO 31000 standard, exploratory scenario method, business continuity plan template, standard crisis response team diagram, logbook and status update template, checklist of biases under pressure, crisis message template, resilience maturity grid, 6-month roadmap template.Method: brief methodological presentations followed by immediate practical application to the participant’s real-world context, with an experiential highlight in Module 3 and a structured debriefing after each simulation exercise.
Course schedule
1 Integrating Risk into the Core of Strategic Governance
- Distinguish between risk, uncertainty, and crisis, and identify the transitions from one to the next
- Mapping an organization’s strategic risks: financial, reputational, human, cyber and technological, regulatory, geopolitical, and systemic
- Incorporate risk into strategic decision-making rather than treating it as a separate issue
- Apply the principles of the ISO 31000 international standard
- Embodying a Risk Culture as a Leader
Compétences visées
- Map your organization's major risks on a probability/impact matrix
- Analyzing a Real-World Strategic Business Crisis: Reconstructing the Chain of Risk, Uncertainty, and Crisis
Activités pédagogiques
- Probability/Impact Matrix and Risk Mapping
- Principles of the ISO 31000 Standard
- Risk/Uncertainty/Crisis Classification Matrix
Outils et méthodes
2 Anticipate disruption scenarios to ensure business continuity
- Organize a monitoring system focused on weak signals
- Developing Disruption Scenarios Using the Exploratory Scenario Method
- Securing Critical Operations Through a Business Continuity Plan Approach
- Balancing Short-Term and Long-Term Goals Given Resource Constraints
Compétences visées
- Develop two sector-specific disruption scenarios based on the identified weak signals
- Decision-Making Under Resource Constraints: Making Decisions with Incomplete Information
- Review the decisions made: criteria used, blind spots, and the soundness of the choices
Activités pédagogiques
- Exploratory Scenario Method
- Business Continuity Plan (BCP) Framework
- Monitoring and Classification Grid for Weak Signals
Outils et méthodes
3 Organizing and Leading an Effective Crisis Response Team
- Distinguishing Between Operational Management and Strategic Crisis Management
- Setting Up a Crisis Response Team and Defining Roles
- Governing in an Emergency: Who Decides, Who Provides Information, Who Tracks
- Decision-Making Under Pressure Using an Explicit Process
- Counteracting Cognitive Biases in a Crisis: Confirmation Bias, Tunnel Vision, Overconfidence
Compétences visées
- Simulating crises under time constraints: activate the response team, assess the situation, make a decision, and report back
- Fulfilling the key roles in a crisis management team: leader, communications, subject matter expert, and log keeper
- Identify the cognitive biases observed during the simulation and the appropriate countermeasures
Activités pédagogiques
- Standard Crisis Management Team Chart (Roles and Responsibilities)
- Outline of the Logbook and Status Report
- Checklist of Decision-Making Biases Under Pressure
Outils et méthodes
4 Mastering Communication in Sensitive Situations
- Apply the principles of crisis communication
- Mapping strategic stakeholders: employees, customers, shareholders, suppliers, partners, and the media
- Align Message, Stance, and Timing
- Ensure consistency between internal and external communications
Compétences visées
- Draft a management message for a crisis situation, tailored for employees, customers, and shareholders
- Deliver a sensitive announcement to the group, then receive structured feedback on the alignment of the message, tone, and timing
Activités pédagogiques
- Crisis Message Framework (facts, actions, empathy, perspective)
- Stakeholder Mapping
- Internal/External Communication Alignment Matrix
Outils et méthodes
5 Strengthening Organizational Resilience for the Long Term
- Defining organizational resilience and its four capabilities: anticipation, absorption, adaptation, and recovery
- Conducting a truly actionable lessons-learned analysis
- Developing a Culture of Adaptability and Leadership in Times of Uncertainty
- Embarking on Post-Crisis Strategic Transformation
Compétences visées
- Assessing Your Organization's Resilience Maturity: Anticipation, Absorption, Adaptation, Recovery
- Developing a 6-Month Resilience Roadmap: Actions, Responsible Parties, Milestones
- Challenge and enhance roadmaps through cross-functional collaboration among executives
Activités pédagogiques
- Feedback Report Template (REX)
- Organizational Resilience Maturity Matrix
- 6-Month Roadmap Template
Outils et méthodes
PARTICIPANTS
Corporate executives (CEOs, General Managers, Deputy General Managers), members of the executive committee, business unit or subsidiary managers exposed to significant operational risk, and risk, compliance, or security managers who report to senior management, as well as executives on track to assume one of these roles
PREREQUISITES
None
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
Corporate executives (CEOs, General Managers, Deputy General Managers), members of the executive committee, business unit or subsidiary managers exposed to significant operational risk, and risk, compliance, or security managers who report to senior management, as well as executives on track to assume one of these roles
PREREQUISITES
None
TRAINER QUALIFICATIONS
The experts leading the training are specialists in the covered subjects. They have been approved by our instructional teams for both their professional knowledge and their teaching ability, for each course they teach. They have at least five to ten years of experience in their field and hold (or have held) decision-making positions in companies.
ASSESSMENT TERMS
The trainer evaluates each participant’s academic progress throughout the training using multiple choice, scenarios, hands-on work and more.
Participants also complete a placement test before and after the course to measure the skills they’ve developed.
TEACHING AIDS AND TECHNICAL RESOURCES
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
• The main teaching aids and instructional methods used in the training are audiovisual aids, documentation and course material, hands-on application exercises and corrected exercises for practical training courses, case studies and coverage of real cases for training seminars.
• At the end of each course or seminar, ORSYS provides participants with a course evaluation questionnaire that is analysed by our instructional teams.
• A check-in sheet for each half-day of attendance is provided at the end of the training, along with a course completion certificate if the trainee attended the entire session.
TERMS AND DEADLINES
Registration must be completed 24 hours before the start of the training.
ACCESSIBILITY FOR PEOPLE WITH DISABILITIES
Do you need special accessibility accommodations? Contact Mrs. Fosse, Disability Manager, at psh-accueil@orsys.fr to review your request and its feasibility.
This programme is an original creation, developed by the teaching teams at ORSYS Formation. Any reproduction, representation, adaptation or use, in whole or in part, without the prior written authorisation of ORSYS, is strictly prohibited. ORSYS reserves the right to take any action necessary to protect its intellectual property rights.
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This programme is an original creation, developed by the teaching teams at ORSYS Formation. Any reproduction, representation, adaptation or use, in whole or in part, without the prior written authorisation of ORSYS, is strictly prohibited. ORSYS reserves the right to take any action necessary to protect its intellectual property rights.