Company
Built on decades of research into how disruption affects firms.
CrisisFlow brings knowledge from economics, operations, management, and disaster research into the decisions companies face before, during, and after a crisis. Our purpose is to help firms protect their business and turn crisis management into a competitive advantage.
Our story
Why we built CrisisFlow.
CrisisFlow grew out of the founders’ experience in consulting, designing financial instruments for managing risk, working with multilateral agencies, and researching how companies experience and respond to external shocks. Their education at MIT and Wharton contributed to the analytical foundations of this work. Across these settings, a persistent gap emerged. Firms’ exposure to systemic shocks was growing, but their ability to manage those shocks was not keeping pace. Managers faced consequential decisions with fragmented information, disconnected analyses, and limited time and resources.
That experience shaped CrisisFlow’s holistic approach. Preparation, mitigation, response, recovery, and learning belong in one connected process, grounded in the company’s value chain and the constraints its managers actually face. Each disruption should leave the organization with stronger capabilities and greater resilience.
Advances in data science and AI opened a practical path to delivering this approach at a more accessible cost. By combining these tools with accumulated research and existing business systems, CrisisFlow brings sophisticated analysis and decision support into the workflows companies already use.
Our purpose is to democratize access to rigorous, systematic risk management. Managing disruption is an essential business capability, and its cost should be within reach of firms of different sizes. Companies should be able to build resilience without having to assemble a large specialist team or repeatedly commission separate consulting projects.
The knowledge behind CrisisFlow
Accumulated research. Applied to a manager's decision.
Research across several disciplines explains how shocks spread, why their consequences differ, and how organizations respond and learn. These connected bodies of knowledge inform the platform's design.
- Exposure
- The same shock can affect firms and sites very differently. Assessing your own operations and dependencies reveals what a country or industry average can miss.
- Value chains
- A disruption can reach the business through suppliers and customers several links away. Understanding those connections helps identify where an interruption could spread and which alternatives are practical.
- Decision-making
- Urgency can shift attention before the evidence is clear. Keeping facts, assumptions, and projections distinct helps managers weigh a response as conditions change.
- Continuity and recovery
- The best response depends on available capacity, timing, and substitutes. Comparing these constraints with service, cost, and recovery goals makes the trade-offs explicit.
- Organizational learning
- Experience strengthens resilience when it changes the next decision. Connecting outcomes to earlier expectations and actions helps firms identify which preparation measures to test and improve.
CrisisFlow's model has been tested by supply-chain managers and international business leaders.
Explore the research and evidenceA basis you can inspect
Confidence comes from understanding the reasoning.
The interactive case connects a disruption to exposed operations, compares responses, follows changing conditions, and tests a lesson for the next disruption.
In a company engagement, we assess results against the operating decision and outcomes agreed with your team.
See it in actionWhat you can inspect
- Source context travels with the finding.See where information comes from and where assumptions or missing evidence affect the conclusion.
- Consequential action remains human-authorized.Compare continuity, cost, and timing. Your managers retain responsibility for the choice and approval.
- Later action does not rewrite the original decision.Keep the earlier expectations, chosen response, and subsequent changes available for review and learning.
Your next step
Make resilience a competitive advantage.
Bring us a decision your company faces. Explore the exposure, the trade-offs, and what a stronger response would require.