Most organisations have continuity plans. Jan Laudi, senior manager for sourcing and IT advisory at Eraneos in Germany, asks whether those plans really hold up when something goes wrong for real. In this Progress Makers conversation he explains why paper plans and responsibility charts fall short under pressure, and why teams only truly learn through war games and realistic scenarios. He is honest about the gap he sees. Most companies already know what they should do, they simply do not do it. For Jan, that makes resilience a matter of commitment and leadership rather than knowledge, something to put budget and attention behind instead of ticking it off a list.
In this conversation:
- Why continuity plans need to be actively trained, not just documented
- The difference between a knowledge problem and a commitment problem
- How to make resilience a strategic priority rather than a compliance check
