- Crisis Management - New Tools - New Challenge
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‘Hope for the best - but plan for the worst’ theworstcase.com Crisis Management - new challenges - and tools Tony MURDOCH Raj RANA www.theworstcase.com
description
theWorstCase.com is an independent business based in Geneva, Switzerland. We specialize in developing risk- and crisis- management solutions for public and private sector organizations that help to protect their reputation and ensure operational continuity in out of the ordinary situations. theworstcase.com is a partnership between themurdochgroup.com and thewolfgroup.org, two consulting groups that bring a over 50 years of experience in the public and private sectors. Our philosophy is to deliver practical, lightweight solutions that fit our clients' organizational culture, systems and operating environments.
Transcript of - Crisis Management - New Tools - New Challenge
‘Hope for the best - but plan for the worst’
theworstcase.com
Crisis Management- new challenges - and tools
Tony MURDOCHRaj RANAwww.theworstcase.com
‘Hope for the best - but plan for the worst’
Aim
• Illustrate crisis management challenges in the New Media age
•How simulation can create creating learning environments highlight strengths and weaknesses in your own procedures
• Talk about theworstcase.com
‘Hope for the best - but plan for the worst’
"It takes 20 years to build a reputation and 5 minutes to ruin it." (Warren Buffet) "If it's not important to senior management, it will not be important to middle management or line management at all." (Denny Lynch,
Senior VP Communications, Wendy's)"90 percent of a crisis response is communications." (Barbara Reynolds, CDC, USA)
Crisis Management
‘Hope for the best - but plan for the worst’
What are the challenges?
• Information overload
• Staff not equipped
• Senior management not interested
• Inward looking- outside, ‘untrustworthy’
•New media and ICT seen as security threatsParallel communications - needs driven
• Learning is based on individuals, not organizations
•Developing consistent and replicable responses
‘Hope for the best - but plan for the worst’
What complicates it further?
• Very real fear of legal action
•Managing daily business and crisis in parallel
• A dangerous fascination with technology
• ‘Old recipes for a New World’ - Web 2.0??
‘Hope for the best - but plan for the worst’
A few illustrations
London Bombings
•07 July 2005
•Within 24 hours BBC had received 1000 stills and videos, 3000 texts and 20000 emails
‘Hope for the best - but plan for the worst’
Mumbai bomb blasts
‘Hope for the best - but plan for the worst’
The Ranger Station Fire
‘Hope for the best - but plan for the worst’
Reputation
‘Hope for the best - but plan for the worst’
Some figures
• Every minute 15 hrs of video is uploaded to YouTubeTwitter use grew 1382% in the last year
• FaceBook boasts 175 million users4.1 billion mobile phones worldwide
• 50 million iPhone users
‘Hope for the best - but plan for the worst’
Helping you to look around corners
•Simulation is a means to engender experience
•Create a neutral learning environment- no right or wrong
•Not process-oriented
•Plenary sessions are a ‘break from the action’
Why Simulation?
‘Hope for the best - but plan for the worst’
•Development of a realistic scenario
•Role players working in real-time from their respective locations, time zones, languages
•Use of simple web-based tools that can support clients in crisis management
How does it work?
‘Hope for the best - but plan for the worst’
‘Hope for the best - but plan for the worst’
How does it work?
‘Hope for the best - but plan for the worst’
How does it work?
‘Hope for the best - but plan for the worst’
•Record your thinking, decisions and the rationale behind your decision(s)
• Plenary sessions to present and question your peers
How does it work?
‘Hope for the best - but plan for the worst’
• Identifying and addressing vulnerabilities
• Linking tactical incidents that take on strategic importance
• Exposing managers to the ‘porpoise effect’
• Participants are always faced with at least two pieces of contradictory information
How does one design it?5 Tips
‘Hope for the best - but plan for the worst’
theworstcase.com
Helping you to look around corners
A recently formed initiative to provide companies and organizations with a platform of innovative opportunities in emergency response preparedness training and “ready for the unexpected” status evaluation.
‘Hope for the best - but plan for the worst’
theworstcase.com
Public/Private sector experience
•Corporate clients, international organizations, armed forces
•Actors operating globally in politically charged, hostile environments
•Clients that function in complex networks, with diverse stakeholders
‘Hope for the best - but plan for the worst’
theworstcase.com
Services
•Risk audit and profile analysis
•Emergency response decision-making
•Developing crisis management protocols and contingency plans
•Critical incident management
•Simulation training to test preparedness
‘Hope for the best - but plan for the worst’
•Quick alert tests of your response system (3 hrs) to verify communications, call-up, initial response, staffing, etc.
•Management workshop to bring all stakeholders together to review procedures and participate in a desk top drill
• Full-scale simulation exercise drawn from your risk profile and testing all levels and responsibilities.
What can we offer?
Questions?
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