The horribledisaster in Bangladesh, where hundreds lost their lives as a shoddy building collapsed onto the various workforces, forces us to face an unpleasant truth.
My experience in disaster responses has shown me that while the most horrible circumstances may bring out the best in people, individual and organizational preparedness is still the key to surviving a disaster.
The real risk for the global economy is not the magnitude of the economic loss resulting from the Japanese disaster easily manageable on its own but the timing of the horrible event.