The Real Crisis Plan Is Behaviour Under Stress
Reading the WEF Global Risks Report 2026 through a Fragility Lens
Severity Isn’t an Input – it’s an Outcome
Severity is not a category. It’s a consequence.
When systems are placed under plausible stress, structural limits reveal themselves. Pre-defining severity narrows what testing is allowed to teach us.
Plausibility is the constraint.
Severity is the signal.
When Availability Isn’t the Risk
In certain market-adjacent activities – including execution, custody, clearing, collateral management and settlement – systems can remain technically available while conditions become progressively less stable. Trades continue to execute. Platforms respond. Processes function. From a narrow continuity perspective, the service appears intact.
Yet behaviour begins to shift.
The Confidence Gap in Operational Resilience
Resilience often appears complete in documentation and dashboards.
But capability is only revealed when systems operate under stress.
The confidence gap forms in the quiet distance between assurance and behaviour.
Service Fragility and the Limits of Confidence in Operational Resilience
Resilience failures rarely stem from missing controls. They emerge from hidden fragility within interacting dependencies. This paper explores the structural gap between confidence and capability — and why surprise persists even in well-prepared organisations.
Testing Fatigue: When Tabletop Exercises Stop Teaching Us Anything.
Why tabletop exercises often confirm what we already believe — and how testing becomes rehearsal rather than discovery when assumptions go unchallenged.
Fear of Fail-over: What Really Holds IT Teams Back in ITDR
Failover plans often exist. Testing schedules are agreed. Yet hesitation persists. This article explores why technical capability alone is not enough — and how organisational confidence, incentives, and perceived risk quietly shape whether recovery is ever truly exercised.