Consider: a crisis is no longer a question of if, but when.
Before the founding of Facebook in 2004 and Twitter in 2006, news of a crisis situation was distributed by the newswires.
If you have not already encouraged your partners to advise their clients of the need to develop a crisis communication plan in advance, and provided some guidance on best practices, do so immediately. As a complement to a well-developed plan, here are two mnemonic approaches to managing communications in a crisis: the three Rs and the three Fs.

Consider: a crisis is no longer a question of if, but when.
Before the founding of Facebook in 2004 and Twitter in 2006, news of a crisis situation was distributed by the newswires.
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Most firms are aiming their newest tools at the work they already do — pouring their most powerful technology into running the same tasks a little faster. But when everyone automates the same tasks at once, no one pulls ahead. That reaches the future a little faster while leaving a firm’s largest opportunity untouched — and that opportunity isn’t doing more of the existing work, but transforming how the high-value work gets done.
AI is becoming both an accelerant and a distraction for cybersecurity. In many respects, AI is acting as a stress test for existing security operations by exposing how difficult many organizations still find it to enforce basic controls consistently at scale.
Artificial intelligence is rapidly embedding itself into legal workflows, but much of the conversation treats all use cases as if they carry the same level of risk, even if they do not. The more useful question is not whether AI works, but where it can be safely applied and where it cannot.
AI-savvy lawyering is already something that clients are starting to demand. The technology is capable; the challenge now is cultural and organizational change.