Benoit Racette interviewed by Les Affaires on crisis management and business continuity

Benoit Racette, President of Benoit Racette Services-conseils inc. and a recognized expert in business continuity and crisis management, was interviewed by Les Affaires as part of an in-depth article on the ability of SMEs to deal with major operational disruptions. This article, published on October 22, 2025, and titled “When the fire starts, it’s already too late”, is part of the special feature “300 SMEs – Preventing Crises.”

Known for his strategic interventions with organizations across Quebec and Canada, Benoit Racette shares his field experience and pragmatic vision of organizational resilience—now an essential factor for organizations seeking to remain efficient, credible, and competitive.

Increased vulnerability among SMEs

The article highlights a concerning trend: many SMEs remain highly vulnerable to disruptions due to a lack of structured preparation. Whether triggered by internal incidents or external shocks, risks continue to grow, including:

• IT or technological outages

• Cyberattacks

• Disasters (fire, flooding, major damage)

• Unavailability of key personnel

• Supply chain disruptions or dependency on a critical supplier

• Unstable socio-economic conditions

Despite this reality, many organizations still adopt a reactive rather than preventive posture, exposing their operations, reputation, and clients to significant impacts.

Building response capability—not just a plan

In his interview with Les Affaires, Benoit Racette emphasizes the importance of building simple, realistic mechanisms that reflect the operational reality of each organization:

“Waiting for the crisis to strike before taking action inevitably leads to avoidable losses. Preparedness is not a defensive option but a strategic lever to maintain trust, protect critical operations, and reduce organizational impacts.”

This approach is based on three core pillars:

1. Prioritize what is essential: Identify critical activities and their tolerance for interruption

2. Structure realistic operational continuity: Define how to resume operations quickly when a disruption occurs

3. Build organizational accountability: Train teams, clarify roles, and test response capabilities

A clear message: act before the crisis

The article delivers a clear takeaway: reacting during a crisis is no longer enough. Resilience must be planned, structured, and continuously improved. For organizations aiming to stay in control of their operations, the question is not if a disruption will occur, but when.

Read the full article (French only)

Available on the Les Affaires website (in French only):
https://www.lesaffaires.com/dossiers/special-300-pme-prevenir-les-crises/quand-le-feu-prend-il-est-trop-tard-edition_22_octobre_2025/