As part of FRIDAY’s work with crises and crisis communication, we’ve developed our very own digital crisis simulator – informally known as The Crisis Game.
Crisis management and advisory across all types of crises is one of our core competencies. Based on decades of hands-on experience, we have designed and built a digital platform from the ground up.
With FRIDAY’s Crisis Game, companies, organisations – or even VL-groups, for that matter – can test their ability to navigate relevant crises and leadership dilemmas in peacetime. In other words: before a real crisis potentially hits.
Throughout the simulation, participants will be challenged on their handling, strategy, collaboration – and not least, their ability to communicate clearly and and keep calm under pressure.
Lene Krogh, Deputy Secretary-General, Danish Red Cross
During the game, participants will receive several calls from persistent investigative journalists and other stakeholders, while both traditional and social media will be overflowing with rumours – all in an attempt to trigger a full-blown crisis. Participants will experience the same pressure as in real-life crisis situations.
Our philosophy is that a crisis should be felt, experienced, and practiced – because preparation is key, especially when it concerns communication and crisis management.
With our Crisis Game, we can simulate all types of crises and dilemmas, allowing both leaders and employees to train for industry-specific crisis scenarios – whether it’s a workplace accident, a money-laundering scandal, a MeToo case, or a looming bankruptcy.
We offer a wide range of scenarios across various sectors, and we also tailor games to address specific, current issues.
The session lasts two hours. Depending on the game and number of participants, you will be divided into two to four groups. Based on predefined roles, you must form a crisis management team and guide a fictional organisation through a crisis – while protecting its reputation.
The storyline and crisis scenario are carefully designed to ensure that participants are forced to develop a strategy and collaborate on tough decision-making – all while the crisis escalates in real time.
Heine Knudsen, Head of Unit, The Capital Region of Denmark.
The Crisis Game prepares participants to handle a crisis within their own organisation and offers valuable insight into how quickly a crisis can escalate.
In addition to sharpening professional competencies, the Crisis Game provides participants with a shared, interactive experience that strengthens leadership collaboration. They gain insight into their own leadership style and their role within a leadership team – knowledge they can take home and apply in practice.
We already have strong experience with the Crisis Game.
Partly because it’s built on many years of working with all types of critical and acute incidents – and partly because we’ve succeeded in creating a digital simulator that can replicate, almost one-to-one, what real-world decision-makers are likely to face.
Jan Sigurdur Christensen, CEO, SOS International A/S
Ann Marie Jakobsen, Vice President HR, DSB
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“Two young people found dead at a privately run care facility in Stokkerup Municipality.”
That headline marks the beginning of a crisis with far-reaching consequences – stretching from the private to the public sector.
In two teams, you must use all your crisis management skills to guide Stokkerup Municipality and the company Fristed A/S, which owns the facility, through the tightening grip of public scrutiny and the relentless pressure of the press, always on the hunt for the next big revelation.
But stay alert – the next exposé is closer than you think.
You might even be the ones who trigger it.
The subsidiary Alfa Dairy is known in the dairy industry for putting diversity at the top of the agenda – and they’ve been successful.
But as prices start crashing down on Alfa Dairy and marketing campaigns are running at full throttle, troubling rumours begin to surface.
An anonymous – and possibly disgruntled – source sets off a wave of stories, igniting consumer outrage.
How do you stay in control, act on what you know, and communicate around what you don’t?
The situation is full of nuance. What can be justified – and what can be communicated?
You are a respected, long-established auditing firm. But your client, Panda EQTY, has just gone bankrupt – and their numbers don’t add up.
How will you get through the crisis with your reputation intact? That’s your challenge to solve.
Working in teams, you will take on the role of Blue Audit A/S, the auditing firm at the centre of the storm. As pressure mounts, new information floods in, and the media, politicians, and the public scrutinise your every move.
Play your cards wisely – you’ll be bombarded with conflicting information, and everyone has a hidden agenda they’re trying to push.