The business crisis is defined as an unplanned and unwanted process of limited duration and potential impact, which harms the primary goals with ambivalent outcome. It is a situation in which the company finds its own guilt, making bad business decisions, and influenced by external factors, thereby endangering its survival. The crisis is actually a situation that represents a turning point in a development or a sudden change of one or more of the underlying variables, thus jeopardizing the achievement of the current core norms and goals, thus endangering the survival of the system, in the process of decision-making under time pressure and reflecting the existence of governance problems . The most important role in implementing change and mastering the crisis has management, and the role of the process manager and all the activities takes over the team to implement the change, ie. the project team. Crisis management is defined as an activity focused on overcoming a situation that is dangerous to the survival of the enterprise, planning and implementing measures to secure the company's basic goals. Reactive crisis management involves activities aimed at suppressing an acute crisis of the enterprise or mitigating its destructive action, ie. in a situation where the crisis is visible to the enterprise and is divided into repulsive crisis management and liquidation crisis management. The aim of this paper is to analyze the reactive crisis management on the example of Agrokor Ltd.