First 60 Minutes of a Crisis: Where Most Organizations Go Wrong 

Nobody wants a crisis—in life or in business. Yet, it often strikes unannounced, catching the best-prepared organizations off guard.

From recent ‘Corporate Jihad” of TCS to Adani–Hindenburg controversy, Air India crash in Ahmedabad to L&T “90-hour workweek” backlash, each event underlines a truth we can no longer ignore. Crises are no longer rare disruptions, but a regular business phenomenon that have massive financial, legal and regulatory repercussions. They shake investor confidence, damage brand reputation, create internal unrest, and in some cases, provoke public outrage that reshapes a negative narrative.

While managing crisis and safeguarding reputation for many organizations, I found strategic insight from verses of the Bhagavad Gita. This ancient Indian text, set on the eve of a brutal war, offers one of the most long-lasting frameworks for leadership to manage crisis. It begins not with mindless war action, but with planning, observation, and analysis.

Before the Mahabharata war begins, Arjuna—one of the greatest warriors—does not jump straight into the battle. Instead, he requests Lord Krishna to take his chariot between the two armies, so that he can first observe and assess the situation.

सेनयोरुभयोर्मध्ये रथं स्थापय मेऽच्युत॥ (1.21)

“Place my chariot between the two armies…”

यावदेतान्निरीक्षेऽहं योद्धुकामानवस्थितान्।

कैर्मया सह योद्धव्यमस्मिन् रणसमुद्यमे॥ (1.22)

“Let me see those who have assembled here, eager to engage in battle, and with whom I must fight in this great war.”

This moment reflects profound strategic wisdom. The first step when a crisis hits you is to undertake rapid situational assessment. In modern terms, this means that before issuing statements, activating press briefings, or engaging on social media; organizations must strategize and map its stakeholders including competitors and vested interest groups. They should:

1. Scan, Analyze, and Prioritize before responding – Clarity must be there before issuing any official response. Companies must resist the urge to react instinctively. Panic or overreaction often does more harm than good.
2. Align leadership, concerned departments, and communication teams before engaging – An integrated crisis team with clear role-based communication and standard operating procedures (SOPs) is essential to maintain message consistency and credibility.
3. Understand your battlefield and your competitors – Today’s crises unfold simultaneously across press rooms, Twitter feeds, WhatsApp forwards, and boardrooms. The overlap of traditional and digital media ecosystems is complex. It demands tailored, empathetic strategies and not templated responses.

We often think the most aggressive communicator wins the crisis war. But in reality, the perception battle is won not by the loudest voice, but by the most prepared. Stakeholder management and informed action are far more powerful than impulsive reaction.

Today, the battlefield has shifted from Kurukshetra to newsrooms and newsfeeds, but the core principle remains unchanged – “during a crisis, assess, align, and then act.” The most strategic communicators will be those who understand that every crisis begins with confusion—but the solution begins with clarity and remaining calm.

Disclaimer: The opinions and views expressed in this article/column are those of the author(s) and do not necessarily reflect the views or positions of South Asian Herald.

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