So, this has come up a bit here and there, and I wanted to address it in a systematic way: Businesses and government organizations are not incentivized to plan for 'black swan' events--that is, those that occur very infrequently and are devastating in impact.
I learned this in IT security, working in a Fortune 100 company, that was both quite profitable and had quite a lot of money to address concerns. For the most part, it did not, because numbers didn't add up.
1) Most threats don't materialize within the planning horizon. While a 1% chance of a $4 billion impact might justify a $40 million mitigation plan on paper, there's a 99% chance that won't happen.
2) Your competition is not saving for a rainy day. Whether they can or not, the competitor who wants your job or customers has decided to cut corners, to deliver more goods, or services, or reduce taxes, or whatever. That money that might go for an IT hot site, or a rainy day fund, or extra N95s can instead be used for more marketing, or to reduce hold times, or to migrate to LED lighting. There's always something better to do with money than park it in a "break glass in case of emergency" case.
3) Disaster recovery plans don't work. It's simply too time consuming to keep them up to date as business processes change. By the time you NEED the disaster recovery plan, it's outdated. Or you missed some big contingency that you didn't know about because no one thought to tell the IT DR guys that critical system B depends on system F which was deemed non-mission-critical, because no one knows the ways in which complex systems will actually fail. That's almost the definition of "complex system".
4) There are too many black swan events to plan for. This time, it's an airborne coronavirus. What if it were a meteor? A terrorist attack? A digital Pearl Harbor? Which ones do you fund, and which ones do you not fund? If you fund all of them, there goes your dividends or fiscal reserves or earnings per share... And, again, the vast majority will not happen during the planning horizon.
5) The supply chain is not your friend in a time of disruptive change. All that stuff you WERE counting on being able to get? All your cheaper vendors, driven to that by the bid process, have outsourced everything to China or other low-cost geographies, so even if you specify American-made stuff, you're at most going to get it assembled or finally packaged here. When the world all needs X at once... you're not going to be able to get X, because the suppliers of X have optimized their supply chains, manufacturing processes, and delivery methods to be most efficient and the usual demand for X.
So yeah, we're screwed. We were never NOT going to be screwed. It doesn't matter who was fired or not, or who spent money or not, because deep down underneath the finger pointing, our efficiency-driven system has engineered out the capacity to respond to unpredictable events. We have a Formula 1 race car, and we need to go 4x4ing.