Crisis communication: How does the Executive Committee communicate when the main network is compromised?

With 504,000 online support requests in 2025, the rise in cyberattacks and their ability to instantly disrupt a business are becoming increasingly evident. In such situations, the responsiveness and security of COMEX communications become crucial to managing the response. But when standard tools - email, telephony and the internet - are rendered unavailable by an attack or a major outage, the organisation finds itself deprived of its coordination channels. It is therefore vital to have contingency communication measures in place that can function even when the main network is down.

Risks associated with the compromise of the main network

When the main network is compromised, sensitive information becomes more exposed: teams, deprived of their usual tools, may be forced to use less secure channels to communicate, increasing the risk of leaks. Furthermore, without messaging, telephony or collaboration tools, the coordination of critical actions is jeopardised. In this context, the lack of reliable communication can lead to decision-making paralysis within the Executive Committee, slow down the operational response or even exacerbate the crisis.

Alternative strategies and tools to ensure Executive Committee communication

In the event that the main network is unavailable, the Executive Committee must be able to rely on backup channels: secure messaging systems, encrypted mobile apps or communication solutions that are isolated from the compromised IT system. However, these tools are only effective if they form part of crisis plans prepared in advance, including protocols, procedures and access preconfigured to function without the internet or an internal network. Several organisations have already successfully used appropriate solutions during major incidents, notably, for example, the deployment of mobile phones equipped with SaaS-based encrypted messaging and calling applications to maintain coordination, whilst the entire internal network was paralysed by a cyberattack.

Governance and best practices for anticipating network loss

Anticipating a total network loss requires relying on business continuity and disaster recovery plans (BCP/DRP) that provide for alternative communication methods for the Executive Committee. These arrangements must be regularly tested through simulation exercises to verify the effectiveness of the backup channels and the teams’ ability to switch quickly to a degraded mode. Preparation also involves training Executive Committee members in the use of secure tools and the detection of fake channels, in order to prevent any attempts at impersonation during a crisis.

Limitations and challenges encountered

Even when well prepared, organisations face a number of limitations when they need to activate crisis communication solutions. Technological constraints remain significant. Indeed, ensuring the security, confidentiality and reliability of fallback tools is not always straightforward, particularly in a crisis situation. Furthermore, resistance to change among some staff members complicates the adoption of alternative solutions. Finally, coordination with external stakeholders – authorities, partners, the press – becomes complex when the usual channels are unavailable and the urgency of the situation demands controlled communication.

The loss of the main network thus exposes the organisation to major risks: information leaks, breakdowns in coordination and paralysis in decision-making at a time when responsiveness is essential. These vulnerabilities underscore the importance of planning for resilient communication methods that can be activated immediately. To ensure the continuity of strategic management, the Executive Committee must be able to rely on secure collaboration and mobility tools capable of operating independently of the compromised IT system. Their adoption, integrated into continuity plans and regularly tested, is now an indispensable pillar of crisis governance.