The global health division of one of the world’s largest corporations, spinning off from its parent company, retained Bryghtpath to develop a complete resilience program in less than four months.
The Opportunity
The new standalone organization, approaching its spin-off from its parent company, recognized the need to develop capabilities for local emergency preparedness & response, business continuity, and crisis management to support its manufacturing, supply chain, and service operations globally.
As a new organization, their existing capabilities would remain with their parent organization, necessitating the rapid startup of a new resilience program.
Approach and Results
Bryghtpath began the engagement by utilizing our proprietary Resiliency Diagnosis® process to review the parent company’s capabilities, interviewing stakeholders at the spinoff organization to understand their needs, and developing a set of recommendations.
Once the evaluation and proposed roadmap were reviewed with the spinoff’s leaders, Bryghtpath began developing the program components.
Bryghtpath developed a comprehensive crisis management framework & plan, including the necessary response checklists, communication templates, and other collateral. The new crisis management approach was aligned with the organization’s privacy, cybersecurity, and product quality response processes.
Bryghtpath conducted training for the new corporate crisis action team & executives. An initial tabletop exercise was held to build confidence and muscle memory before the spinoff. Bryghtpath then worked with each functional team to further develop role & function-specific checklists for the crisis process.
A second crisis tabletop exercise was held to mature the process further. It focused on a combined activist campaign and cybersecurity threat that pressured the corporate crisis action team and executives to manage the situation successfully.
As a result of Bryghtpath’s expertise, the new healthcare industry leader successfully spun off from its parent organization with the necessary resilience program components in place.
Key Activities
- Completed Resiliency Diagnosis® process, including 20+ discovery interviews
- Deep-dive into existing plans and capabilities that had been developed with the parent organization
- Right-sizing of the new resilience program to meet the new organization’s identified risks and potential threats
- Program development of new crisis management capabilities meeting industry best practices, including a corporate crisis team, training for leaders, and two crisis tabletop exercises
Outcomes
- Resiliency Diagnosis® report detailing observations and recommendations, including ISO 22301 Maturity Model
- Established a right-sized resilience program with comprehensive crisis management capabilities
- Fully trained crisis management team
- Two crisis tabletop exercises with detailed after-action reports
- Strong program governance & executive support
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