The Risk of Risks

Reputation Risk and Resiliency

Linda Locke

Senior Vice President

November 2014

llockestandingpartnershipcom

Twitter Reputationista

1

Whom do you love

bull The Economist Intelligence Unit survey‒ ldquoReputational risk emerged as the most significant threat to a

businessrdquo

‒ Reputation is prized and vulnerable

‒ Major source of competitive advantage

‒ Difficult to categorize and quantify‒ httpwwwacegroupcomeu-enassetsrisk-reputation-reportpdf

bull Zurich‒ 70 of consumers say they avoid buying a product if they donrsquot like

the company behind it

‒ Consumers are 350 more likely to purchase products from

companies they like and trust

‒ Executives say 60 of a firmrsquos market value is attributable to reputation‒ httpstaticknowledgevisioncomaccountidgenterpriseassetsattachmentZurich_092012_RiskManagement_KVRep

utational_Risk1pdf

2

The Risk of Risks

bull Reputational risk a top concern for boards

‒ 63 of directors see reputational risk as top concernhellipand

concerns are growing

‒ Primary concerns cover product quality liability customer

satisfaction

‒ Secondary concerns integrity fraud ethics

‒ Three-fourths of directors seek broad-based risk assessmenthellip

and they want to know more

Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp

3

What keeps boards up at night

4

A strong reputation can bring long-term

sustainability

Based on

Financial stability

Accounting

conservatism

Corporate integrity

Transparency

SustainabilitySource Trust Across America

5

Reputation advantage

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull The Economist Intelligence Unit survey‒ ldquoReputational risk emerged as the most significant threat to a

businessrdquo

‒ Reputation is prized and vulnerable

‒ Major source of competitive advantage

‒ Difficult to categorize and quantify‒ httpwwwacegroupcomeu-enassetsrisk-reputation-reportpdf

bull Zurich‒ 70 of consumers say they avoid buying a product if they donrsquot like

the company behind it

‒ Consumers are 350 more likely to purchase products from

companies they like and trust

‒ Executives say 60 of a firmrsquos market value is attributable to reputation‒ httpstaticknowledgevisioncomaccountidgenterpriseassetsattachmentZurich_092012_RiskManagement_KVRep

utational_Risk1pdf

2

The Risk of Risks

bull Reputational risk a top concern for boards

‒ 63 of directors see reputational risk as top concernhellipand

concerns are growing

‒ Primary concerns cover product quality liability customer

satisfaction

‒ Secondary concerns integrity fraud ethics

‒ Three-fourths of directors seek broad-based risk assessmenthellip

and they want to know more

Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp

3

What keeps boards up at night

4

A strong reputation can bring long-term

sustainability

Based on

Financial stability

Accounting

conservatism

Corporate integrity

Transparency

SustainabilitySource Trust Across America

5

Reputation advantage

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Reputational risk a top concern for boards

‒ 63 of directors see reputational risk as top concernhellipand

concerns are growing

‒ Primary concerns cover product quality liability customer

satisfaction

‒ Secondary concerns integrity fraud ethics

‒ Three-fourths of directors seek broad-based risk assessmenthellip

and they want to know more

Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp

3

What keeps boards up at night

4

A strong reputation can bring long-term

sustainability

Based on

Financial stability

Accounting

conservatism

Corporate integrity

Transparency

SustainabilitySource Trust Across America

5

Reputation advantage

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

4

A strong reputation can bring long-term

sustainability

Based on

Financial stability

Accounting

conservatism

Corporate integrity

Transparency

SustainabilitySource Trust Across America

5

Reputation advantage

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

5

Reputation advantage

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

6

Reputation penalty

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull The intangibles can comprise more than 60 of a

companyrsquos value

bull Public perception impacts profitability book value sales

bull Strong reputation can result in strong stock price growth

bull Investors use reputation in purchase decisions

bull Companies with a strong reputation can

‒ Charge premium prices

‒ Hire the best candidates

‒ Attract the best business partners

bull A strong reputation can be a competitive differentiator

7

Why focus on reputation

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Strategic risks Which risk areas hadhavewill have the

most impact on your business strategy

8

World of strategic risk is changing Deloitte

41 Brand

28 Economic Trends

26 Reputation

2010

40 Reputation

32 Business model

27 Economic trends

Competition

29 Economic trends

26 Business model

24 Reputation Competition

Today 2016

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

9

Reputation is the connective tissue between

business strategy and stakeholder perceptions

Financial

stability

Positive

societal

impact

Responsible

business

operations

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

10

Two challenges to managing reputation

Reputation is not

owned by the

company it can

only influence it

Reputation is built

by decisions made

across the

organization

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

11

Clients are often not well-equipped to

manage reputation risk

Reputation literacy not

on the risk agenda

Risk literacy not on the

reputation agenda

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Reputation = judgments and perceptions of others

12

Reputation is owned by stakeholders

‒ Customers

‒ Suppliers

‒ Investors

‒ Advocacy groups

‒ Regulators

‒ Policymakers

‒ General public

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Risk is predictable ifhellip

13

The question is whether clients deliver on

the expectations of their stakeholders

‒ You know your

stakeholders

‒ You understand

what drives their

perceptions

‒ You are aware of

their values

‒ You listen to them

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

14

Stakeholders expect resiliency

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Two sides of resiliency

‒ Prevent conditions of risk

‒ Manage consequences of events

15

Resiliency Ability to adapt to a continuously

changing environment

Source ndash Carnegie Mellon Software Engineering Institute

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

16

Risk = Hazard + Outrage (Peter Sandman)

Source evolve24

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Reputation measurement

‒ Use custom or third party survey of key stakeholders that cover

major dimensions of reputation as well as key attributes

‒ Identify what drives reputation for each stakeholder group

‒ Compare results by stakeholders

‒ Compare results to competitors

‒ Share results from board level down throughout organization

‒ Build messaging plan that incorporates the drivers of reputation

17

Opportunities to solve problems for clients

Opportunity

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

18

Measuring the dimensions of reputation

How do

you make

me feel

Source Reputation Institute

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Reputation risk assessments

‒ Facilitate a dialogue with senior leadership on issues they think

cause risk to reputation

‒ Map out likelihood vs expected impact of each issue

‒ Build proactive plans to address high impacthigh probability

issues

19

Opportunities to solve problems for clients

Probability

Low High

Impact

Low

H

igh

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Reputation monitoring

‒ Identify a platform that can track the public dialogue about your

company and its competitors

‒ Find a program that identifies drivers of negative emotion

including outrage so you can set priorities identify trajectory of

risk

‒ Build a regular reporting program to track how perceptions have

changed and identify when to signal to the c-suite that risk is

serious

20

Opportunities to solve problems for clients

Source evolve24

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Diagnostic gap analysis Compare perceptions of internal

and external audiences

‒ If the internal audience thinks the company meetsexceeds

expectations while external stakeholders think it performs

weakly it may be an opportunity for expanded communications

‒ If external audiences think the company performs well but

internal audiences think it doesnrsquot it is likely a risk waiting to

blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review

85 no 2 (February 2007) 104ndash114

21

Opportunities to solve problems for clients

bull Forcefield analysis

‒ Identify the forces that opposehelp the company achieve its

reputation goals

22

Opportunities to solve problems for clients

Reputational Goal

How you want your

stakeholders to

perceive you

Driving ForceFOR

ReputationGoal

Score 1-5

Driving ForceAGAINST

Reputational Goal

Score 1-5

bull Scenario planning

‒ Identify scenarios that have or are likely to cause risk

‒ Consider how the organization appears from the outside in

‒ Create plans that reflect the POV of key stakeholders

‒ Lead tabletop exercises to test plan identify weaknesses

‒ Develop messaging platform that shifts with likely follow-on

events

23

Opportunities to solve problems for clients

bull Internal alignment Build enterprise-wide reputation

competence

‒ Turn employees into advocates Help them answer the question

of what positive impact the company has on society

‒ Create reputation champions through all the business units Help

them integrate reputation risk planning and mitigation into their

work

‒ Share data Offer analysis of new products major changes in

customer service MampA expansion

24

Opportunities to solve problems for clients

bull Finding internal allies ERM + BCDR

‒ The Enterprise Risk Management Business Continuity and

Disaster Recovery teams all have reputation risk on their

agendas

‒ They likely do not have data or baseline measurement so are

guessing at the likely impact of risk issues on reputation

‒ Make them your allies Offer to participate in their planning

sessions Help flesh out their reporting upward to include

reputational risk data

25

Opportunities to solve problems for clients

bull Examine SEC filings for references to reputation risk to

determine what worries your clientsrsquo leadership Also

examine their competitorsrsquo filings

bull Examine all the negative sentiment expressed publicly in

the past 12 months Rank by degree of negativity

credibility of source likely impact

bull Engage the Enterprise Risk Management and Business

Continuity teams to see what they have included in their

plans for reputation risk Make them your allies Offer

reputation risk impact analysis

26

Where do I start

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

bull Scenario planning

‒ Identify scenarios that have or are likely to cause risk

‒ Consider how the organization appears from the outside in

‒ Create plans that reflect the POV of key stakeholders

‒ Lead tabletop exercises to test plan identify weaknesses

‒ Develop messaging platform that shifts with likely follow-on

events

23

Opportunities to solve problems for clients

bull Internal alignment Build enterprise-wide reputation

competence

‒ Turn employees into advocates Help them answer the question

of what positive impact the company has on society

‒ Create reputation champions through all the business units Help

them integrate reputation risk planning and mitigation into their

work

‒ Share data Offer analysis of new products major changes in

customer service MampA expansion

24

Opportunities to solve problems for clients

bull Finding internal allies ERM + BCDR

‒ The Enterprise Risk Management Business Continuity and

Disaster Recovery teams all have reputation risk on their

agendas

‒ They likely do not have data or baseline measurement so are

guessing at the likely impact of risk issues on reputation

‒ Make them your allies Offer to participate in their planning

sessions Help flesh out their reporting upward to include

reputational risk data

25

Opportunities to solve problems for clients

bull Examine SEC filings for references to reputation risk to

determine what worries your clientsrsquo leadership Also

examine their competitorsrsquo filings

bull Examine all the negative sentiment expressed publicly in

the past 12 months Rank by degree of negativity

credibility of source likely impact

bull Engage the Enterprise Risk Management and Business

Continuity teams to see what they have included in their

plans for reputation risk Make them your allies Offer

reputation risk impact analysis

26

Where do I start

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

bull Internal alignment Build enterprise-wide reputation

competence

‒ Turn employees into advocates Help them answer the question

of what positive impact the company has on society

‒ Create reputation champions through all the business units Help

them integrate reputation risk planning and mitigation into their

work

‒ Share data Offer analysis of new products major changes in

customer service MampA expansion

24

Opportunities to solve problems for clients

bull Finding internal allies ERM + BCDR

‒ The Enterprise Risk Management Business Continuity and

Disaster Recovery teams all have reputation risk on their

agendas

‒ They likely do not have data or baseline measurement so are

guessing at the likely impact of risk issues on reputation

‒ Make them your allies Offer to participate in their planning

sessions Help flesh out their reporting upward to include

reputational risk data

25

Opportunities to solve problems for clients

bull Examine SEC filings for references to reputation risk to

determine what worries your clientsrsquo leadership Also

examine their competitorsrsquo filings

bull Examine all the negative sentiment expressed publicly in

the past 12 months Rank by degree of negativity

credibility of source likely impact

bull Engage the Enterprise Risk Management and Business

Continuity teams to see what they have included in their

plans for reputation risk Make them your allies Offer

reputation risk impact analysis

26

Where do I start

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

bull Finding internal allies ERM + BCDR

‒ The Enterprise Risk Management Business Continuity and

Disaster Recovery teams all have reputation risk on their

agendas

‒ They likely do not have data or baseline measurement so are

guessing at the likely impact of risk issues on reputation

‒ Make them your allies Offer to participate in their planning

sessions Help flesh out their reporting upward to include

reputational risk data

25

Opportunities to solve problems for clients

bull Examine SEC filings for references to reputation risk to

determine what worries your clientsrsquo leadership Also

examine their competitorsrsquo filings

bull Examine all the negative sentiment expressed publicly in

the past 12 months Rank by degree of negativity

credibility of source likely impact

bull Engage the Enterprise Risk Management and Business

Continuity teams to see what they have included in their

plans for reputation risk Make them your allies Offer

reputation risk impact analysis

26

Where do I start

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

bull Examine SEC filings for references to reputation risk to

determine what worries your clientsrsquo leadership Also

examine their competitorsrsquo filings

bull Examine all the negative sentiment expressed publicly in

the past 12 months Rank by degree of negativity

credibility of source likely impact

bull Engage the Enterprise Risk Management and Business

Continuity teams to see what they have included in their

plans for reputation risk Make them your allies Offer

reputation risk impact analysis

26

Where do I start

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

A resilient organization manages all types of

risk

27

Ability to manage risks

and functionadapt

throughout the

lifecycle of operational

disruptions

Ability to maintain

good stakeholder

perceptions and

supportive behavior

at all times

Operational

Resiliency

Reputation

Resiliency

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

bull Business units that understand reputation risks shift

planning and design to accommodate stakeholder

perceptions

bull Strategy that addresses drivers of reputation deepens

trust ndash and supportive behavior ndash among stakeholders

bull Data that measures the reputational impact of crisis

response helps improve response next time

bull Engaged c-suite and boards can focus investment on

managing avoiding and mitigating risk

bull Expands the number and influence of reputation

champions in the enterprise

28

Reputation risk planning drives

organizational resilience

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

29

Opportunity to bring reputation into risk

management processes

Reputation resiliencyplatform

Develop

mitigation

strategies

Set the agenda

Identify key risks

Monitor

report to

c-suiteboard

Build risk competency

at strategic level Internal alignment

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

30

What Enterprise Risk Management teams

require

Deliverables

bull Distinct quantified reputation risk assessment

bull Baseline measurement

bull Integrated reputation risk reporting

Outcome

bull Defining reputation resiliency for organization

bull Expanding view of risk to include non-market non-

operational issues with impact to reputation

bull Addressing broader issues of concern to board

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

31

The most important objective of all

Build

enterprise-wide

reputation

competence

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

32

Business Continuity management typically

lacks a reputation focus

Crisis

Emergency

Management

Business

Continuity

Disaster Recovery

Plan

Risk Assessment

Business Impact

Analysis

bull Reputation crisis

live event

management

bull Dynamic event

monitoring and

reporting

bull Message

management

bull Post-event analysis

bull Reputation crisis

plan development

bull Scenario planning

bull Tabletop exercises

bull Live simulation

bull Ongoing monitoring

bull Stakeholder

analysis

bull Reputation risk

assessment

bull Risk training for

comms team

bull Reputation training

for risk team

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

Antecedents of Risk

33

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

34

Stakeholders expect companies to share

their values

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

35

Stakeholders expect companies to share

their values

Gluttony

Sloth

LustWrath Hubris

Envy

Greed

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

36

Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)

Hubris

Greed

Gluttony

Wrath

Envy

Sloth

Lust

Young

Elderly

Human Error

Media-Attractive

Abuse of Power

Lack of Responsiveness

Impoverished

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

The causes of outrage

ldquoDo I put up

with thisrdquo

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

ldquoDo I put up

with thisrdquo

Pressure GroupsldquoHave I noticed

pressure groups

focusing on itrdquo

AwarenessldquoWas there a

problem Did you let

me know about itrdquo

Choice

ldquoDid I choose to

take the risk or

was it imposed on

merdquo

NatureldquoIs the risk natural

or man-maderdquo

DreadldquoDo I fear

this riskrdquo

DetectabilityldquoCan I touchsee it

Is it quantifiable

Containablerdquo

MedialdquoHave I read about

itseen it in the

newsrdquo

EquityldquoWhat does the risk do for me

Is anyone bearing the risk who

doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand

it Do they

agreedisagree about

itrdquo

The causes of

outrage

Source Regester Larkin

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

39

Managing Reputation in Three Steps

Understand Perceptions of Stakeholders

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

40

Understand How you are Perceived Relative

to Competitors

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

41

Understand the drivers that impact

perceptions

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

42

Lest we forgethellip

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

43

Our ultimate goal is trust

Be trusted by the stakeholders

who matter

Building protecting and

restoring reputations

Building protecting and

restoring reputations