Twenty years ago, I left my position at a large New York financial institution to move to a bank in the Midwest. Shortly thereafter, 9/11 happened.
I remember a colleague who was still in New York running operations at another large financial institution at the time telling me they were able to get their international banking operations back up and running in very short order. He confided that it had been difficult to convince people at his bank to run practice drills of their crisis plan leading up to that event. But because of their meticulous preparation, each manager understood his or her critical role in identifying what needed to happen and executing the plan quickly and confidently.