Case Study · Financial Services
Crisis Management for a Global Investment Organisation.
A bespoke crisis management exercise designed to test senior leaders' ability to manage a fast-moving reputational incident with regulatory, operational and welfare implications.
- Client
- Global Investment Organisation
- Sector
- Financial Services
- Engagement
- Scenario-based crisis exercise
- Standard
- Aligned to ISO 22361
Key insights
A leading global investment organisation engaged Oakwood Risk and Resilience to design and deliver a bespoke crisis management exercise. The objective was to test senior leaders' ability to manage a fast-moving reputational incident with regulatory, operational and welfare implications.
Oakwood designed and facilitated a scenario-based crisis management exercise simulating a reputational incident amplified through social media and public demonstrations. The exercise delivered measurable improvements in crisis management capability, including greater clarity of roles, improved situational awareness, and enhanced confidence in handling reputational pressures.
01 — The Challenge
Reputation moves
faster than process.
In the financial services sector, reputation and stakeholder confidence are critical. The organisation wanted to assess its readiness to respond to a complex, public-facing crisis that could rapidly escalate across multiple communication channels and jurisdictions.
Key aims
- 01Evaluating the clarity and effectiveness of the incident management framework
- 02Testing leadership decision-making under pressure
- 03Assessing internal and external communication strategies
- 04Measuring alignment with ISO 22361 crisis management principles
02 — Our Solution
A scenario built for
the real operating reality.
Oakwood designed and facilitated a scenario-based exercise simulating a reputational incident amplified through social media and public demonstrations. Consultants observed team dynamics, communication flow and leadership decision-making, providing independent feedback aligned to recognised good practice standards.
Reviewing existing crisis management and communication documentation
Developing a realistic, escalating scenario relevant to the investment sector
Delivering a facilitated tabletop exercise involving key leadership and functional teams
Integrating simulated media and social media injects to enhance realism
Conducting a structured debrief and feedback session to identify strengths and opportunities
Reputational incidents evolve faster than the systems built to manage them. Rehearsed decision-making — under realistic pressure — is what turns a plan into capability.
Oakwood lead facilitator
03 — The Results
Measurable gains in
capability and confidence.
Following the exercise the organisation updated its crisis documentation and initiated further scenario testing across its regional offices.
Greater clarity of roles and responsibilities within the Crisis Management Team
Improved situational awareness and information flow
Enhanced confidence in handling reputational and stakeholder pressures
Identification of key areas for further development, such as consistent log-keeping
04 — Key Insights
What we learned.
- 01Reputational incidents can evolve faster than existing communication systems
- 02Clear decision-logging supports accountability and post-crisis evaluation
- 03Regular exercising builds team cohesion and leadership confidence
- 04Consistency across global offices strengthens collective resilience
Next step
Pressure-test your own
crisis response.
A short, no-obligation conversation to scope a bespoke exercise for your leadership team.
Speak with us