Pressure makes unclear ownership expensive. People need to know who is making the decision, which information matters, and what happens next.
My focus is the operating response: helping leadership organize the work, establish priorities, and keep decisions moving when the business is under strain.
We would start with what is known, what remains uncertain, and what cannot wait. That creates a basis for assigning responsibility and coordinating the response.
Possible areas of work include:
The goal is a team that understands the situation and can act. Meetings should resolve questions. Updates should make the next decision easier. The plan should change as the facts become clearer.
Describe the operating situation, the teams involved, and the timing. This is business leadership consulting; the scope and response expectations would be agreed before an engagement begins.