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When a crisis strikes it’s unreasonable to expect your staff to work as they will be struggling with huge emotional challenges as they worry about their own safety and that of their friends and loved ones. The application was designed as a check-in system for employees and was designed to ask them where they were, whether they were safe and whether they were able to work. That last point is critical. The need to protect its teams motivated MacPaw to build an app other companies might want to use called the Together app it is available on GitHub. on the day war began. The company initiated its emergency plan as team members attempted to evacuate. Tkachenko was awakened by air raid sirens across Kyiv at 5 a.m. “We had lots of cases we hadn’t anticipated, so you really can’t plan for everything.” When the crisis hit

This only really improved once Starlink entered Ukraine once war began.ĭespite all the planning, Tkachenko warned: “You can’t understand the emergency until it happens.” The company based its plans on an understanding of war based on historical conflicts, “But in reality it’s completely different,” she said. The company also experimented with satellite internet access, but found it expensive and hard to set up, and saw low connection speeds and latency issues.

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Other steps included stockpiling MacBooks to meet future needs, and the wholesale move of office infrastructure to the cloud – this included a move to adopt virtual Mac minis from Mac Stadium for use in building and compiling applications and adoption of cloud-based VPN Pritunl. Any movement was planned pre-war and staff adopted use of a safe, encrypted alternative communication channel. (It is also notable that the company already had Jamf as its MDM provider and most employees were used to remote working during the pandemic.)įor the first weeks of the war, the company had assigned an emergency team of experts tasked with keeping its products and services stable. Those teams had to be highly knowledgeable about the product/service they looked after, and had to locate to a safer zone, either in Ukraine or abroad. What’s also interesting about how MacPaw prepared for the crisis is the extent to which the company tried to design a flexible crisis response. Many of these risks were managed by moving infrastructure to the cloud, but the company also put a range of response plans in place.

Potential disruption due to sanctions and war zone company status.

Hardware supply chain disruptions, including interruptions in equipment supply and the provision of logistics, including power and transportation.

Unauthorized access (using captured or lost devices, for example).

An increase in the frequency of phishing attacks against employees.

Cyberattacks against the company and its services.

Occupation of offices by invaders, making access impossible and data insecure.

Loss of internet and communications infrastructure.

Some of the risks they anticipated included: In planning, they focused on the security and stability of services and the physical security of team members. The teams knew the consequences of any failure to plan posed huge risks. Tkachenko herself told me how impressed she has been by the performance of Apple Silicon Macs. Most employees use Macs managed by Jamf and I spoke to some of them prior to the outbreak of the conflict. The 500-person company is based in Kyiv, Ukraine, and its apps are installed on around a fifth of the world’s Macs. Tkachenko seemed calm as she explained some of the things MacPaw’s crisis planners had to consider. During wartime, the consequences of any such failure could be severe for customers, staff, and the company itself. The lesson is simple: If you plan a response to crisis that is overly-complex, you leave your company at a high risk of failure. In her own case, while even considering the crisis was emotionally challenging, meeting and discussing potential responses helped her build stronger resilience to lead that response once the war began. The process of planning is also helpful to senior management, she said. With that in mind, the company attempted to create crisis responses that were easy to execute.

“People find it hard to handle complex tasks.”

“When the emergency happens, people become very emotional,” Tkachenko said.

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