Five talks for the winter of 2026/27

1. 01

   Where were you when the resources found each other?

   In March 2026 the Minister of Justice asked every Norwegian organisation for four things: keep up with the threat picture, map your own assets, risks and vulnerabilities, plan for continuity and self-preparedness, and exercise. The talk goes through what each of them means, what Exercise Total Defence 2026 and the NHO survey showed about the distance between expectation and practice, and why the Office of the Auditor General is coming back. It then turns to what can be done in your own organisation before anyone asks: which functions must continue, who depends on you, and what a one-hour discussion exercise actually clarifies.

   Suitable forLeadership teams and boards, municipal councils and preparedness councils, industry associations and networks

   Format45–90 minutes, or a half day with the DSB discussion exercise for the leadership team. In person or online.

   ThemeThe organisation's role in total defence →
2. 02

   The risk arises before the intention

   PST writes that recruited insiders in Norwegian organisations may be asked to obtain information about internal conflicts, dissatisfaction and security gaps, and NSM finds that weak security leadership and poor internal communication about employees' vulnerabilities have increased the risk of insiders. The talk starts from NSM's new handbook on personnel security and from the research on loyalty, fairness and voice, and shows why it is the organisation, not only the clearance, that decides whether personnel security works. It ends with what a leader can do so that people speak up about their own and others' vulnerabilities without fear.

   Suitable forSecurity managers, HR and authorisation officers, leadership teams in organisations under the Security Act and in the defence industry

   Format45–90 minutes, or a half day with group work. In person or online.

   ThemeInsider risk and security culture →
3. 03

   The plan that was never tested

   NSM finds significant shortcomings in preventive security work across sectors, and three of them recur: employees hold security roles they do not know about, baseline security is not tested, and contingency plans are missing. At the same time the Digital Security Act requires the head of the organisation to approve the management system every year, and NIS2 and CER are expected in Norwegian law in 2027. The talk is about what a leader should know before signing, what a management system must be able to show to hold up in a supervision, and why a system that has never been tested is a risk in itself.

   Suitable forTop executives and boards in operators of essential services, security managers, leadership teams approving the management system

   Format45–90 minutes. In person or online.

   ThemeSecurity governance that holds →
4. 04

   When the deputy has to lead

   The County Governors expect municipalities to integrate security-policy crisis and war into their preparedness work, draw up continuity plans in sectors and units, and exercise real dilemmas. The Municipal Survey shows where the gap lies: only four in ten train their deputies, and one in five comprehensive risk analyses is more than four years old. The talk is about what happens when the crisis lasts longer than the crisis management team's first shift, when electronic communications fail and half the staff are absent, and what it takes for the person who steps up to actually be able to lead.

   Suitable forChief municipal executives, preparedness coordinators, sector managers, municipal preparedness councils and crisis management teams

   Format45–90 minutes, or a half day with an exercise for the crisis management team and the deputies. In person or online.

   ThemeMunicipal preparedness for crisis and war →
5. 05

   Four perspectives on crisis capability

   The 2026 threat picture requires leadership teams that can read a changed picture quickly, without waiting for a plan: sabotage through proxies, influence operations, harassment of employees, and incidents that attract attention far beyond the damage they do. The talk uses the four perspectives ORGSEC builds on, Charles Perrow, James Reason, the HRO tradition and proactive crisis management, as tools for understanding what happens to an organisation under pressure, and shows why many have documentation while fewer have operational capability.

   Suitable forLeadership teams in critical organisations, directorates, groups and preparedness environments

   Format45–90 minutes, or a half day with a digital tabletop for the leadership team. In person or online.

   ThemeCrisis capability under hybrid threats →

The talks are given by Ole André Bråten, in person or online, in Norwegian or English. We do not publish prices; request a proposal and you will receive one adapted to format, duration and number of participants.