Notes from the practice
INSIGHTS
Short, practical writing on resilience as a leadership discipline — drawn from program builds, exercises, and the conversations that happen after the findings are read.
The plan is not the capability
Every organization that has been through an audit cycle knows how to produce a plan. Far fewer can say what they would actually do in the first sixty minutes — or who would be permitted to decide it.
Designing an exercise leadership will take seriously
Executive tabletops fail for predictable reasons: a generic scenario, injects too gentle to bite, or a facilitator protecting the room from discomfort.
Impact tolerances are a business decision, not a technical one
Recovery objectives set by the teams who must deliver them produce numbers that are achievable, defensible, and disconnected from what the business could actually survive.
Your third party has a third party
Vendor questionnaires establish that a supplier has a plan. They rarely establish what that supplier depends on — or how many of your other suppliers depend on the same thing.
The after-action report nobody reads
A forty-page after-action report is a record of effort. It is not a mechanism for change.
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