Live crisis simulation – Lessons from our RMIA x Battleground Webinar

3 minute read

As part of Disaster Reduction Week, Battleground in partnership with RMIA hosted a high-impact live crisis simulation attended by over 80 professionals representing more than 50 organisations. Designed as a “choose your own adventure” experience, the session placed participants in a realistic and evolving crisis scenario, challenging them to make critical decisions under pressure.

Facilitators Craig Goldberg and Luke Smailes from Battleground led the exercise using the Battleground Live Simulations Module, ensuring all scenario details were delivered in real time to keep the experience authentic and engaging. The session highlighted how organisations can move beyond fragmented systems and paper documentation to achieve a truly integrated approach to simulating crisis management exercises.

The Scenario

The fictional company Widget Co became the centre of attention when its CFO was discovered to have authorised fraudulent payments exceeding $2 million. The CFO’s arrest triggered a full forensic audit and participants were asked to determine – via live polling at what point the situation constituted a crisis, when / whether to activate the Crisis Management Team (CMT), the team’s composition, the approach to media / externals and internal stakeholder messaging.

Key Discussion Points

1. Crisis Activation – Opinions varied widely on when to activate the CMT. Some advocated for early activation upon detecting anomalies, while others preferred waiting for confirmation of fraud or media involvement. This diversity reflected the different risk appetites, size, scale, complexity and regulatory environments across the attending organisations.

2. Team Composition – Debate centred on who should sit on the CMT when a senior executive is implicated. Participants highlighted the importance of trust, relationship conflicts and ability to rotate roles when the situation requires it. While some argued finance representation remained essential, others disagreed due to the potential conflicts of interest
3. Media and Stakeholder Communication – A mock media enquiry tested participants’ response strategies. Most agreed that a generic but honest statement was preferable to “no comment”, which often fuels speculation. The discussion reinforced the need for proactive yet cautious communication.
4. Internal Messaging – Consistent, transparent communication with staff was deemed critical, with the reminder that internal messages often become external. Supporting affected teams and maintaining morale emerged were discussed as key priorities.

By immersing participants in a complex and evolving situation, the exercise fostered collaboration and practical learnings.

To explore how Battleground Live Simulations can strengthen your organisation’s crisis readiness, book an obligation-free demo or speak with our expert team today.