Initial situation
As one of the largest regional providers of statutory pension insurance, Deutsche Rentenversicherung Mitteldeutschland (DRV MD) faces the task of remaining capable of action even in exceptional situations. Crisis situations—whether technical, organizational, or external in nature—place high demands on decision-making structures, communication channels, and coordination processes. To review and further develop its own crisis organization, DRV MD decided to conduct a realistic crisis management exercise with external support from Lülf+.
Investigation approach
The objective was to test the existing structures of the crisis management team under realistic conditions and to strengthen the cooperation of the involved parties. In particular, the following questions were to be answered:
- How do internal processes and decision-making procedures interact in an emergency?
- How is communication—both internal and external—managed under time pressure and uncertainty?
- Which interfaces require optimization in order to act even more quickly and clearly in a crisis?
Key findings (compressed)
Lülf+ designed a customized crisis management exercise that was closely aligned with the structures and needs of DRV MD. In a multi-stage process, the crisis plans were first analyzed and the scenario prepared, without disclosing the exact sequence to the participants in advance—in order to test responsiveness under realistic conditions.
The focus was on practical relevance and authenticity: decisions had to be made in real time, information evaluated, and measures coordinated. The exercise concluded with a simulated press conference, in which the crisis management team’s communication capability with the media was tested under nearly real conditions.
Recommended measures (compressed)
The management exercise provided important insights and allowed for the derivation of improvements for the future.
Results of the organizational investigation
The exercise clearly demonstrated how important clear structures, practiced cooperation, and thorough preparation are in a crisis. The participants were able to critically reflect on their own processes, identify potential for optimization, and at the same time gain confidence in handling critical situations. Particular emphasis was placed on the importance of early and coordinated crisis communication.
The conclusion: practice creates confidence—for the team, the organization, and ultimately for the public as well.
Time: 2025