Our approach is focused on supporting rapid organizational advancement in “blue-sky” days and operational support in “grey-sky” days. Through carefully crafted programs, McChrystal Group can help advance a team’s processes and behaviors that are crucial to effective emergency management both in times of crisis and in periods of calm.

As an emergency manager, you face challenges:

  • Silos from stakeholders and technical experts that hinder collaboration and innovation.
  • Conventional ways of working and legacy approaches to data and knowledge management limit the potential for coordinated preparedness, response, and recovery.
  • Pressure to adapt to change that is happening faster than ever, but systems and processes are slow to adapt.

You are striving to:

  • Strengthen your strategic and operational fundamentals to improve collaboration, ensuring less confusion and clutter, and a quicker response.
  • Accelerate and improve your decision making, turn information into actionable intelligence, and integrate that intelligence into the response plan faster.
  • Proactively build stakeholder relationships outside of the crisis environment, improving clarity and utilization.
  • How Crisis Response Systems Created a New Normal for City Operations

    At the onset of the pandemic, governments and businesses alike scrambled to understand and respond to their rapidly changing environment. See how an embedded McChrystal team helped the City of Boston rethink the way agencies and departments coordinated and operated to not just respond to crisis but set a resilient foundation for its future.

  • Operating in Crisis: A Leader's Guide

    Crises are a natural function of all organizations in competitive industries. But when crises arise, the best-prepared organizations know that their standard practices can no longer meet the demands of the current reality. To adjust, they must effectively re-focus their efforts before rapidly moving to act. This document outlines our Leading through Crisis Framework.

  • Black Swans ARE the New Normal

    Leaders and organizations move from crisis to crisis with an underlying, almost subconscious belief that we just need to survive this latest issue and then things will settle down and we’ll be able to focus on our strategy. Of course, that moment of peace never materializes, and our long-term initiatives become hijacked by the next existential challenge. This approach is unsustainable from a strategic perspective and an emotional perspective.

  • Developing an Adaptive Decision-Making Process

    When building an adaptable organization, leaders must make decision-making a core competency to operate with strategic agility. Through our work with executives and management teams, we have observed that leaders often approach decision-making in ways that limit operational flexibility for those on the frontlines or force mid-level managers to pick up the slack when the follow-through of a decision has been poorly planned and communicated.

“We brought in the McChrystal Group to help us reorganize the operations of city government around a daily crisis response.”
Marty Walsh, Mayor of Boston

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Great Prioritization

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Building Team Resilience

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