The Gold-Silver-Bronze (GSB) structure has long been the backbone of effective crisis leadership, giving organisations a clear framework for coordinating responses at strategic, tactical, and operational levels. But today’s challenges demand more: Complex incidents, high public scrutiny, and diverse stakeholder expectations don’t quite fit into the current structure.
But perhaps the introduction of an Executive layer could bring this soon-antiquated model into the future.
We’ve already seen elements of this idea in practice, like “Super Gold” or “Platinum” and at the other end “Sub-Bronzes” or (shudders….) “Crimson Commanders” with the need for more than three levels of ‘Key-Decision-Makers’ used by global organisations to oversee sprawling operations or critical incidents. These adaptations show how an additional layer can provide clarity across the chain of command, driving confidence and trust when it matters most. Adding this dimension to the GSB framework makes it future-ready for complex environments where crises don’t just demand action—they demand responsibility, and crucially in the private sector, accountability and actual financial ownership of risk. In the private sector, somebody somewhere really does own it!
Read on to learn how and why we propose this could work in practice…
Driving Leadership with Clear Responsibility at the Top
At the heart of any crisis response is the need for clarity on decision making. Everyone needs to know who makes what decisions, and when. Ideally, they would also know how far they can colour outside the lines before having to refer the decision upwards for guidance.
We have seen over the years the Emergency Services practically perfect the GSB structure (now “Strat-Tac-and-Ops” as its more commonly referred to) and as it’s become more universally spread, including its adoption in the private sector. In-fact, one could argue that it was the private sectors adoption that hastened the change from traditional “GSB” colours to “Strat-Tac-and-Ops” because everyone wanted to be Gold! Plus, in their defence, why wouldn’t the owner of a traffic/security/medical company be their own Gold? They own their business after all and are most likely going to be in a control room during an event – so how does that work telling them they’re “Bronze Security” or “Bronze Medical” when in their own business they’re operating a mini GSB setup and they’re the owner? Confusing right? And that’s before the inquiry or insurance claim!
Time for a change?
While the Gold level within the GSB framework is pivotal in steering strategic direction and allocating finances or other parameters, it often stops short of assuming direct responsibility, especially for things like land ownership, brand guardianship, “those” decisions that like it or not, we need to acknowledge the financial implication of when balanced with public safety. This is where the introduction of an Executive layer becomes essential. Such a layer ensures that the most senior, executive decision-makers not only oversee outcomes but are explicitly accountable to stakeholders like boards, investors, or government entities. Drawing inspiration from global organisations that employ “Super Gold” or “Platinum” tiers, the Executive layer acts as a governance body, addressing the complexities of multi-layered crises while ensuring decisions are guided by a broader mandate.
The best example of this? It’s called the “Kegworth Air Disaster” for a reason, and that reason was purely PR based and pivoted the public mindset away from East Midlands Airport and its owners. This is the kind of ‘Executive’ decision that can be made whilst the “Strat-Tac-and-Ops” teams are busy saving lives. Plus, once the response phase is underway, the Executive branch can oversee the parallel efforts in the recovery phases and return to normality so in-effect, managing multiple phases of a crises simultaneously for maximum impact and effect and each phase might have its own ST&O Team.
Building Trust and Transparency Amid Crisis
Crises don’t happen in a vacuum—they demand transparent, consistent communication with stakeholders such as regulators, shareholders, and the public. The Strategic/Gold level’s focus on internal strategy can often mean external expectations can be overlooked or poorly managed.
An Executive layer bridges this gap, prioritising stakeholder trust, managing expectations, the media, the public and ensuring the organisation is perceived as transparent and proactive. This addition is particularly crucial when public trust or regulatory scrutiny is at stake, ensuring that messaging and actions align with stakeholder needs.
Beyond the Crisis: Securing the Future of Your Organisation
The Strategic/Gold level is well-suited to addressing immediate strategic needs, but what about the aftermath of a crisis? Whether it’s reputational recovery, compliance with regulatory standards, or rebuilding stakeholder confidence, these long-term considerations often fall outside the scope of the existing GSB/ST&O framework.
An Executive layer integrates these post-crisis concerns into the response, aligning actions with broader organisational or even societal values as referenced above. By doing so, it ensures that short-term decisions don’t jeopardise long-term priorities.
The Executive Edge: A Game-Changer in Crisis Leadership
Adding an Executive layer to the ST&O/GSB framework isn’t just a structural change—it’s a strategic and cultural enhancement. As well as the correct acknowledgment of the long running issue the private sector has had in adopting the colour scheme command layers. It strengthens accountability, deepens stakeholder trust, and ensures long-term considerations are part of the crisis response.
However, even the most robust framework benefits from advanced tools that drive efficiency and precision in decision-making. Intelligent incident management and security operations platforms, like the Halo System, take crisis leadership to the next level by providing real-time insights, streamlined communication, and actionable data. These technologies empower organisations to manage complexities, mitigate risks, and maintain transparency at every level, ensuring agility and clarity in even the most challenging scenarios.
In an era where organisations are under unprecedented pressure to deliver both transparency and responsiveness, the combination of a forward-thinking ST&O framework and cutting-edge management software could be the key to building truly resilient and effective crisis leadership and management strategies, saving money, saving time and most importantly, saving lives.
Get in touch to learn more about how Halo can support your team to achieve safety and security excellence with our training, testing and technology.
