Disaster Recovery Journal Fall 2025

2. Integrate remote threats: Update BCM plans to account for remote disruptions like drones or cyber-physical incidents. Run scenario-based drills. 3. Collaborate across functions: Ensure HR, security, and operations are aligned on incident protocols, including internal violence, emotional support, and tech related failures. 4. Maintain human backups: Automation isn’t a catch-all. Keep trained staff ready to step in for fraud, legal, or safety incidents requiring discretion. 5. Invest in leadership agility: Train decision-makers and first responders in flexible thinking, not just protocols. Focus on empathy, quick judgment, and scenario planning. Conclusion: Resilience Is Human Work AI is here to stay. So are drones, auto mation, and machine-assisted decision making. But the hidden risks they create are human: missed cues, overlooked frus trations, and decision fatigue. Leadership in this new era must go beyond recovery playbooks and dash boards. The most dangerous threats are often the ones you never see … because you weren’t looking. Business continuity begins with human continuity. Let’s not wait for a crisis to remind us. v transforms how teams lead, communicate, and operate under pressure. His philosophy, look-listen-respond, distils decades of experience in international business, special forces, and elite bodyguard instruction into three tactical behaviors. These enable leaders to build trust, respond with clarity, and deliver results when it matters most. Grosman doesn’t just share theory; his immersive, story driven keynotes are built on real-world consequences. He has trained thousands globally, from first responders and venture-backed startups to C-suite executives, provid ing hands-on leadership insights. His talks and seminars are ideal for CEOs, HR departments, law enforcement, and healthcare teams, equipping participants with proven methods to de-escalate conflicts, navigate aggression, and enhance emotional intelligence for critical situational awareness. Grosman is also loving father and husband. For fun, he travels and hikes, reads books, attends plays, and spends time with his family. Yuly Grosman’s rare duality – half a life building successful international busi nesses, the other half leading in danger ous environments – shapes his approach as a high-impact corporate speaker. He

As attack vectors shift from in-person to remote, BCM teams must evolve their models: n What constitutes an “active shooter” when the operator is remote? n Are existing policies and insurance frameworks prepared for drone-enabled disruptions? n Do crisis communication and evacuation plans account for aerial threats? These emerging risks demand not just new protocols, but new thinking. 6. Tactical Framework: Look. Listen. Respond. A resilient organization is not just tech-enabled – it’s tactically aware. The look-listen-respond framework adapts real-world situational intelligence training for BCM environments: LOOK: Situational Awareness n Recognize signals of distress early. n Monitor changes in employee behavior. n Stay alert to anomalies, including drone sightings or emotional client escalations. LISTEN: Human Intelligence n Build real escalation channels. Don’t hide humans behind 15 clicks. n Empower front-line employees to report concerns without fear. n Track micro-incidents before they become macro failures. RESPOND: Decisive, Human-Centered Action n Train teams to adapt—not freeze—when automation fails. n Review crisis plans to include remote threats like drones. n Equip teams to de-escalate with empathy, not just procedure. 7. Strengthening Organizational Resilience: Five Actions BCM Leaders Must Take To prepare for a future where human and machine interactions dominate conti nuity risk, leaders must act now: 1. Audit escalation systems: Make sure humans can be reached quickly when needed. Track time-to-human metrics and enforce maximum thresholds.

3. Case Snapshot: Delayed Response, Compromised Continuity A logistics customer suspects fraud on their account. The AI chatbot doesn’t recognize the query. After multiple esca lations, voice recognition fails due to a strong accent. After 30 minutes and three attempts, the customer gives up. What began as a service request cas cades into a BCM event: n Fraud potentially continues unchecked. n The customer suffers preventable stress. n Trust is damaged, leading to potential account loss. n A vulnerable client (e.g., elderly or stressed) could experience a health crisis or respond with aggression toward staff. This isn’t a one-off. These micro-fail ures – unnoticed, untracked – are becom ing macro-risks for BCM professionals. 4. Cascading Risk: When Frustration Escalates Unresolved tension between people and systems doesn’t stay digital. It can manifest physically: n Stress injuries: For customers or employees with health vulnerabilities, prolonged stress can lead to heart attacks, panic attacks, or strokes. n Aggressive behavior: Unresolved friction may lead to verbal abuse or threats toward staff. n Workplace violence: In extreme cases, it could escalate to workplace aggression, even acts of violence. Ignoring these pathways until they explode into formal incidents leaves organizations scrambling and ill-pre pared. 5. Drone Threats and Remote Active Attacks Remote, AI-enabled attacks aren’t just science fiction anymore. Drones— once used for recreation—can now be weaponized with improvised payloads. Commercial-grade drones can bypass perimeter controls and deliver attacks without a human ever stepping foot onsite.

22 DISASTER RECOVERY JOURNAL | FALL 2025