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CIO First Look

May 26, 2025

Crisis management plans are mapped out with the best intentions to leave no stone unturned. But addressing the disconnect between intention and putting a program into action when called upon requires real leadership.
The perfect template of crisis response can’t fit perfectly with each event, but it should have the flexibility and reflexes to respond in kind. So ensuring a culture of preparation, perspective, and anticipation, without fueling the panic industry, is essential. Today’s top story covers what it means to lead through a crisis, and while some are worse than others, John Edwards examines seven basic rules in place to steer your organization from as much damage as possible. Essential reading if your crisis management agenda is merely a box that’s been ticked.

Carl Friedmann, Executive Regional Editor, CIO

The 7 unwritten rules of leading through crisis

Virtually all enterprises have some form of crisis management plan in place. Yet simply creating a crisis management program isn’t enough. What’s often more important are the unwritten rules that help ensure the program is executed effectively when crisis hits.

Whether you’re facing a data breach, a production outage, or a cloud misconfiguration gone wrong, how you manage a crisis can make or break the trust in your team and your technology, says Trevor Young, chief product officer at cybersecurity technology and services provider Security Compass. “I’ve seen how critical crisis management is across all domains — especially as systems become more complex and threats more dynamic.”

8 mins

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5 questions to test tech resilience and build a 90-day action plan

Major events demand quick reaction from companies. That means having the agility in your technology estate to respond at a pace to circumstances few companies will have experienced before. The unprecedented speed of tech evolution, ongoing geopolitical instability, and the constantly shifting landscape of trade agreements are just some of the recent dynamics that many companies have had to adapt to. The most successful organizations are the ones that can effectively respond to macro events, whether that’s shifts in regulation, tech developments, supply chains, or realigned market access.

In recent research from Accenture, 63% of C-suite executives said they were planning to reinvent their organization’s IT function over the next three years. And this is in the context of a business environment that feels like a perma-crisis. With everything at stake, CIOs face major opportunities wrapped in complex challenges.

6 mins

The implementation failure still flying under the radar

When ERP transformation programs fail, the headlines always seem to spotlight the same usual suspects: budget overruns, missed go-lives, change resistance, or software incompatibilities. But it’s the underinvested missteps at phase 0 that are overlooked or skipped entirely where most organizations stumble.

After supporting over a thousand ERP programs across industries, we repeatedly hear statements like the SI will handle it, we’ll figure it out as we go, or we can’t afford to do a Phase 0. These soundbite decisions might feel like smart shortcuts in the moment, but they often lead down a path riddled with misaligned expectations, weak governance structures, uncontrolled scope, and a reactive posture to emerging risks. And ironically, the companies who believe they can’t afford Phase 0 are typically the ones who can least afford the consequences of skipping ERP Phase 0 planning.

4 mins