As everyone puts away the glitter and cuts off their festival wristbands until next summer, there are some crisis management lessons to take away. Adverse weather might be a Glastonbury tradition and festivals have been fighting the war against drugs since the 60s, but every year seems to bring new challenges for those organising major events.
No matter what side you are on when it comes to this awkward, “let’s-stay-friends-maybe-even-with-benefits” break up with the European Union, it would be very short-sighted indeed to not think about the potential for disruption.
It’s easy to feel like supply chains are getting simpler or shorter, but the onward march of globalisation and international trade has created an interconnected supply chain that is, although rich with opportunity, vulnerable to disruptions.
The gas leak on the Strand on the 23rd of January tested the business continuity of many London organisations. The Strand, one of London’s busiest districts for both business and pleasure, was emptied all the way from Waterloo Bridge to Charing Cross station due to the dangerous levels of gas.
No one wants to imagine a crisis happening at their workplace — a fire, terror attack or power outage — but should the worst happen, preparation is the only way to minimise the impact. However, the difficulties faced by hotels are different to those faced by office-based businesses outside of the hospitality industry.