Be Prepared

When Robert Baden-Powell formed the Boy Scouts in 1908, he recognized the need to prepare young men for an uncertain world. With the clouds of war coalescing over Europe, Baden-Powell emphasized that being prepared meant equipping youth with the skills, resources, and confidence to handle any crisis before it arrives—believing that, by fostering readiness—both physically and mentally—young men could better face the unpredictability and dangers of the time, including the impending storm of World War I.

Johnson & Johnson: Preparedness in Action

When the Tylenol crisis struck in 1982, Johnson & Johnson was swift to act—halting production, recalling 31 million bottles, and working closely with authorities—a direct result of the "Be Prepared" mantra. By acting with speed, precision, and transparency, they mitigated the immediate damage and set the stage for recovery.

Hope for the Best, Prepare for the Worst

Although Johnson & Johnson acted quickly to mitigate the immediate effects of the Tylenol crisis, they recognized the need to prevent similar incidents in the future—by introducing tamper-proof packaging and overhauling their production line monitoring systems—they not only restored public trust but also set a new industry standard for safety. This shift demonstrated their commitment to long-term preparedness, ensuring they were ready for the worst-case scenarios, even as they hoped for the best.

Ready for Anything

The "Be Prepared" mindset—whether guiding youth through future uncertainties or helping companies navigate crises—remains essential for an effective response. Johnson & Johnson’s swift actions during the Tylenol crisis, along with their introduction of new safety standards, show how preparation, paired with decisive action, can minimize immediate damage while fostering long-term resilience. This proves that readiness ensures, when the worst happens, it’s met with strength and foresight—demonstrating the lasting power of preparedness.