Ross Campbell & Associates has installed crisis management plans in countries around the world, and across many disciplines, including finance, resources, education, manufacturing, emergency services, utilities, professional partnerships, medical and pharmaceutical.

"The key to successful crisis control is speed, accuracy and credibility. People lose credibility because they let the crisis go too far," says Ross Campbell, whose company, Ross Campbell & Associates, has developed crisis management plans and training programs for several companies and governments, both in Australia and overseas. He says businesses should pay attention to "issues", which are often precursors to larger events. Ideally a business should remain proactive, working to prevent emerging problems from getting out of control.
Mortgage Professional Australia – April 2008.

"The crisis you do not expect or plan for will be the one most likely to cause the most damage," says Campbell. "But having a plan in place enables immediate action to be taken when the crisis occurs, ensuring an orderly transition from a normal situation to one that is an emergency. Firstly, a company needs to identify the 10 worst threats to its business," says Campbell. "Then design a plan to manage those threats. This includes selecting and training a group of people, in advance, to execute the plan if and when it is needed."
Voyeur, Virgin Blue In-Flight magazine – March 2008.

"In the last 10 years, corporations and government have really got down to serious rehearsals in scenario handling, gathering individuals from inside and outside an organisation, analysing the trends and actually rehearsing/practising the worst case scenario. That way, people who are not used to management crises get first hand experience"
ROSS CAMPBELL, ABC RADIO, ADELAIDE – 26 JUNE, 2007.

"Ross Campbell, who runs Melbourne-based crisis management consultancy Ross Campbell & Associates, says his company stages hundreds of such scenarios a year to help clients prepare for a potential disaster. "Some of them are very small situations," he says. "Others are full-scale exercises."

"The biggest productions involve emergency services, lawyers, actors playing family members and journalists, and, in some cases, "injured" people complete with make-up and props. "If you came upon them you would think it's the real thing," Campbell says."
The Age, Business Day, Saturday 16 June 2007.

"Campbell says he doesn’t think that Australian universities will have to put extra people on, in the light of these mass shootings, but they need to learn to work closer with the police."
Ross Campbell, Radio 2CC Canberra.

"The Virginia Tech University massacre in the US has caused us in Australia to re-examine ourselves related to gun laws and crisis. One problem in a crisis is that the mobile phone system collapses. US Government legislation may be introduced for an SMS Alert System."
Ross Campbell, ABC Radio

"Confusion of responsibilities and lack of integration between agencies bring on panic and inertia. The Katrina crisis leadership was an unmitigated disaster. The US response to the second hurricane in Florida was a great improvement. The panic and paralysis were not nearly as great, the authorities were much more in control and the federal authority had begun to do what the Metropolitan Police did as one body in London, i.e. manage it as one."
ROSS CAMPBELL, MANAGEMENT DECISION, Number 2, 2007.

"Ross Campbell knew what would follow the euphoria at Beaconsfield. 'The next phase will be the blame game - investigations, inquiries and reviews,' he said at his Glen Iris headquarters soon after miners Todd Russell and Brant Webb were brought to safety."
MELBOURNE HERALD-SUN, 2006.

"Mr. Campbell said the media relied on Australian Workers' Union secretary Bill Shorten because he was one of few people who would provide a simple interpretation of what was happening with the rescue of the trapped miners".
THE AUSTRALIAN, 2006.

"Ross Campbell today will tell a conference in Melbourne that while the rescue of Todd Russell and Brant Webb was first rate, the media, families of the miners and the local community were not given a consistent message from mine management on what was happening below ground".
THE DAILY TELEGRAPH, 2006.

"Mr. Campbell is scathing about the January 2 mine disaster in Sago, West Virginia, where 12 men died and only one survived - especially harrowing after initial reports that all were safe".
MELBOURNE HERALD-SUN, 2006.

"CFO's are very risk-minded now, being aware that a crisis can cause serious harm to personnel, damage to property, loss of market, interrupted workflow, employee turnover, lawsuits, government investigations and sky-rocketing insurance premiums. Effective crisis management offers a return on investment - resilience is a very good investment".
ROSS CAMPBELL, EMERALD INSIGHT, (leading UK and European journal of academic and professional management literature).

"The three available responses of people - 'fight, freeze or flight' - need to be understood, and only thorough rehearsals of evacuations and post-bomb procedures could refine the systematic knowledge. The mobile phone system would break down under overload and the number of calls to 000 would be 'incomprehensible'. The network congestion would make the communication infrastructure at the western end of the city untenable. That's a key learning. It certainly was in London."
ADAM LAWRENCE, DIRECTOR, TERRORISM RISK AND SECURITY, ROSS CAMPBELL & ASSOCIATES, SUNDAY AGE, 2005.

"In a matter of minutes, a serious incident or emergency can run out of control and disrupt a business with catastrophic effect. In some cases it can take years to recover. The right response actions can minimise serious damage and can quickly put the organisation in control of its destiny. If an organisation is ready, then there will be a clear message about what is being done, and who is doing it."
ROSS CAMPBELL, CFO MAGAZINE, April 2005

"There are so many more real possibilities for crisis in the post-9/11 environment, now that the safety and security of us all has been compromised. We're left having to expect the unexpected and we need to be prepared for this. Companies must now respond to the prevailing threat of crisis and formulate plans which both consider and anticipate disaster."
ROSS CAMPBELL, THE INSTITUTE OF CHARTERED ACCOUNTANTS IN AUSTRALIA, April 2005.

"Emergency management is an incident response. Crisis management is about controlling the escalation of an emergency or a critical issue."
ROSS CAMPBELL - "TALKING BUSINESS WITH PETER SWIZER" QANTAS INFLIGHT RADIO, May 2004.

"Serious incidents in sports can become crises. Sports organisations need crisis plans and should identify threats and practice response techniques."
ROSS CAMPBELL - RADIO 2SM, March 2004.

"Crisis Control - Preventing and Managing Corporate Crises."
Recommended reading - AFR BOSSMAGAZINE, February 2004.

"The crisis management plan has obviously been periodically tested and revised. Alan Schaefer was rehearsed and ready to go into action on day one."
ROSS CAMPBELL, BRW MAGAZINE, PANADOL EXTORTION DISASTER.

"When the future of your whole business is at risk, you don't bring on the empty horses. You bring on your lead player, the CEO."
ROSS CAMPBELL, BRW MAGAZINE, ANSETT COLLAPSE.

"Diagnosing what could happen allows planning for response and recovery down to the most extraordinary detail."
ROSS CAMPBELL, SUNDAY AGE, SECURITY OVERSEAS.

"Leadership and alternative leadership needs to be sorted out well ahead."
ROSS CAMPBELL, THE AUSTRALIAN BUSINESS.

"Businesses need to have a checklist of what they would do in a worst-case scenario, with the main goal being recovery"
ROSS CAMPBELL, BRW

"The key to handling the media is to establish a single, clear message for everyone - staff, customers and shareholders - and repeat it in all communications"
ROSS CAMPBELL, BRW