The resilience of systems‐thinking approaches when faced with an evolving crisis: The case of Mumbai

Motivation India has seen severe economic and social impacts from COVID‐19, with the most vulnerable people having suffered most. Mumbai's response has been multi‐faceted, drawing on numerous actors such as local and state government, but also businesses and citizens. Disaster management is increasingly necessary and Mumbai's policy response during wave two of COVID‐19 provides relevant lessons. Purpose We explain Mumbai's policy response to wave two of COVID‐19, termed the Mumbai model, applying a systems‐thinking approach. Methods and approach We adopt a systems‐thinking approach, applying a framework developed in Duvendack and Sonne (2021) to analyse a case study based on secondary data and information on the policy response to COVID‐19 in Mumbai. Findings The Mumbai model emerged as a pragmatic policy response. Key actors changed between waves one and two, from a broad set of actors to a narrower set focused on the unfolding healthcare crisis. This resulted in a reconfiguration of networks and partnerships. Decentralized decision‐making further changed the structure of the networks to a hub‐and‐spoke model. Communication and feedback loops shifted from primarily top‐down to two‐way information flows to support decision‐making and resource allocation driven by data. This was enabled by clear leadership and political support. Policy implications To tackle a crisis of this magnitude, having diverse actors collaborating effectively through networks that enable knowledge and information flows is crucial. Governments can use the systems approach for crisis management in large cities which require swift action and efficient flow of information to assess a situation and to prioritize response efforts. Further research is required to better understand how governments can build capacity and policy structures to enable systemic approaches to crisis management in varied contexts.