From sophisticated activist investors and NGOs to online campaigns and citizen journalists, no organization these days is immune from crisis. Most aren’t good at anticipating the “canary in the coal mine” and instead play Whack-a-Mole, responding to the symptoms not the cause. Adversaries have learned from the great grassroots organizers of a generation ago, taking pages from Saul Alinsky’s Rules for Radicals and updating it for the Internet Age: doxing boards and C-Suite executives, making it personal, calling for boycotts, optimizing viral video, damaging share value and brands. Companies are accustomed to reacting to a crisis but crisis now operates at the speed of light, leaving little time for reaction, only anticipation and preparation. This requires a radical transformation of how we do our jobs in today’s corporate structure. Join to hear Richard Levick, CEO of the international crisis firm LEVICK on what it will take to implement effective crisis planning, refine intelligence gathering and analysis, and break down silos to improve teamwork and crisis preparation and response.