INTRODUCTION Contributed by: Thiago Jabor Pinheiro, Rômulo Silveira da Rocha Sampaio and Lucas Guimarães Ribeiro, Mattos Filho
Conclusion With this introduction, we hope to set the stage for the following chapters of this Global Practice Guide. By understanding the historical context, the evolving types of crises, and the modern challenges posed by technological threats, cli- mate change, DEI issues, and the rapid pace of the news cycle, corporate leaders can bet- ter prepare for the complex landscape of crisis management. As mentioned earlier, the goal of the edito- rial team is to equip corporate leaders with the knowledge and tools they need to anticipate, prepare for, and respond to crises in different jurisdictions. In doing so, their ability to safe- guard their organisations and the communities they impact will increase.
ing robust prevention and management frame- works, organisations can enhance their ability to respond effectively and mitigate potential risks to themselves and the communities they impact. As analysed by Sá in the Brazil chapter, adopting a preventive strategy and building strong rela- tionships with governmental authorities is cru- cial for companies to reduce legal exposure and confusion during a crisis. Maintaining a consist- ent communication strategy is key to preserving credibility, especially during the initial stages of a crisis. This involves developing a culture of ongo- ing improvement, which includes being able to learn from past crises to avoid new ones. A good example comes from crisis response tab- letop exercises, which are discussed in the USA – New York chapter by Roberts and Griffanti in this guide.
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