Most productized crisis exercises are about cyber. Political and geopolitical risk now sits at the top of enterprise risk registers and is rarely exercised well. Force Majeure closes that gap on your own map.
Political and geopolitical risk now sits near the top of enterprise risk registers, yet almost all the off-the-shelf exercise supply is cyber or generic leadership. Tabletops also tend to run once a year, too infrequent for a risk that shifts by the quarter. The result is a gap: geopolitical and socio-political crisis, exercised properly, on the footprint a company actually operates.
Scenarios are generated against your real operating geography rather than a ransomware script.
Refresh the scenario set at low marginal cost, on the cadence the rules now expect.
Every exercise is scored on a published rubric and written up as a board-ready after-action report.
A cyber tabletop is useful for one threat on one afternoon. Geopolitical risk training in Force Majeure is broader and repeatable: it spans supply-chain, reputational, regulatory, and social shocks, and it ends in a record you can take to a committee. The judgment in it was pressure-tested in the hardest markets on earth, calibrated to a 2021 Harvard Business Review finding on community-embedded firms in crisis.
We are glad to map Force Majeure against whatever you run today.
See the enterprise briefing →It complements it. Cyber tabletops cover one threat domain; Force Majeure exercises the geopolitical, supply-chain, reputational, and social crises that sit outside most cyber scripts, on your real footprint.
Yes. The quarterly cadence and documented output line up with operational-resilience expectations under DORA, the management duties in NIS2, and the UK regime. The exercise is mapped to the framework your committee reports against.
A short discovery captures your geography and the scenarios your board worries about. Those become a scenario set generated against your footprint and refreshed as conditions change.
See the full FAQ.
Tell us your footprint and what your board is worried about. We reply with a scoped brief.
Tell us your sector, footprint, and objective.
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