This lecture challenges the assumption that routine crisis exercises equate to real preparedness. It argues that many organisations design exercises to reassure, comply, and avoid discomfort rather than to expose weaknesses and improve resilience.
Constrained by time, culture, cost, and realism, exercises often become safe, theoretical, and predictable—creating false confidence at senior levels.
By contrasting these practices with the realities of real-world crises—uncertainty, degraded information, prolonged duration, and human pressure—the lecture explains why real disruptions hit harder and move faster than expected.
It concludes by advocating a progressive, purpose-driven exercise programme that develops capability over time, builds genuine decision-making muscle, and trains organisations to respond as they would actually have to operate in a crisis.
