Why Governance Must Evolve with Consumer Expectations
Recalls are often treated as operational issues. In reality, they are enterprise risks.
Recall as a Multi-Dimensional Risk
A recall impacts:
These are not operational metrics. They are board-level concerns.
Yet recall readiness is often fragmented across departments:
What is missing is ownership.
Lessons from Cybersecurity
A decade ago, cybersecurity was seen as an IT issue. Today, it is a board mandate.
Recall readiness is following the same trajectory.
Both involve:
Preparedness must exist before the incident.
Governance, Not Reaction
Boards should not ask: “Did we follow recall procedures?”
They should ask: “Are we capable of identifying and protecting affected consumers within hours?”
This requires:
Recall as a Trust Commitment
In the eyes of consumers, recall response reflects brand values.
Slow, vague responses erode confidence. Clear, personal action reinforces trust.
This is why recall readiness belongs in:
A New Expectation of Leadership
The brands that lead in the future will be those that treat recall readiness as part of corporate responsibility — not operational housekeeping.
Preparedness is leadership. And leadership starts at the top.