Board-level crisis simulation
A realistic scenario built on your own risk profile, in which the board makes the decisions it has avoided so far.
Recognisable?
Executive Boards & Supervisory Boards
“Are we truly prepared — or only appear to be?”
A crisis plan exists, but the board has never rehearsed the decisions it will actually have to make.
Multinationals · Family-owned firms · Listed companies
Why it goes wrong here
- 01
Governance documents describe escalation, not judgement. Under pressure the board discovers that nobody rehearsed the trade-offs between continuity, reputation and safety.
- 02
Boards are used to deliberation and consensus. Crisis decision-making requires speed, explicit mandate and the acceptance of incomplete information.
- 03
The gap between the executive team and the operational crisis organisation only becomes visible when both are under load at the same time.
Where RHEM helps
Mandate and escalation review
We make explicit who decides what, when, and on which information — and remove the grey areas.
Interface with the operational organisation
One rehearsed line from the operations centre to the boardroom, so both sides speak the same language.
Personal advisory for the chair or CEO
Confidential sparring on judgement, communication and composure when consequences are personal.
What it delivers
A board that has experienced its own crisis decision-making, knows where it holds and where it does not, and has closed the gaps that mattered.
Quick scan
Is your organisation genuinely prepared?
Request a free quick scan. In a short call we go through how your decision-making is organised and where the pressure will show first.
Get in touch