Malcolm Oliver: Business Continuity: Dramas, crises and other local difficulties… and how to survive them (7.05.13)

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Malcolm discusses the marketing and communications issues relating to business continuity/crisis management and disaster recovery, stressing the importance of planning ahead, being true to corporate vision and ethos, ensuring consistency in communications and actions, and understanding and respecting local values as well as national and international ones. He will illustrate these key principles by referring to case studies including Equitable Life, Johnson & Johnson and Iain Duncan Smith's recent difficulties with £53 a week.
Malcolm Oliver is a business author and management consultant with a penchant for iconoclastic perspectives. He has worked in marketing, communications and strategy in financial services for twenty five years, after an earlier career in consumer goods. He was marketing director at two major life insurance companies, then worked as a consultant and adviser to a number of major players, and was founding editor of Argent, the journal of The Financial Services Forum.

Published in: Business, Economy & Finance
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Malcolm Oliver: Business Continuity: Dramas, crises and other local difficulties… and how to survive them (7.05.13)

  1. 1. I wouldnt start from hereif I were youManaging Communications in a Time of TrialMalcolm OliverEdinburgh University Business School7 May 2013
  2. 2. Professional iconoclast
  3. 3. Professional iconoclastWhy?Why not?
  4. 4. PR is not a separate disciplinePart of overall communications mixMarketing promises ...Everyone else delivers or denies
  5. 5. Case studiesThe lessons of historyReal-time learning
  6. 6. Case studiesJohnson & Johnson – TylenolEquitable Lifehttp://www.nottingham.ac.uk/business/cris/ukec2011papers.htmlBP – Gulf of MexicoIDS – £53 a weekJohn Lewis
  7. 7. Key principlesTell the truth
  8. 8. Key principlesTell the truthTell the whole truth
  9. 9. Key principlesTell the truthTell the whole truthBe true to your values
  10. 10. To thine own self be trueEquitable LifeJohn Lewis
  11. 11. To thine own self be true?
  12. 12. Key principlesTell the truthTell the whole truthBe true to your valuesDont start from here
  13. 13. Mr Loophole
  14. 14. Key principlesTell the truthTell the whole truthBe true to your valuesDont start from hereExplain what you are doing and why
  15. 15. Key principlesTell the truthTell the whole truthBe true to your valuesDont start from hereExplain what you are doing and whyWatch your backCompetitors Regulators Government Media
  16. 16. Key principlesTell the truthTell the whole truthBe true to your valuesDont start from hereExplain what you are doing and whyWatch your backThink of your customers and staff
  17. 17. Key principlesThink of your customers and staffBe prepared
  18. 18. Key principlesThink of your customers and staffBe preparedBe decisive
  19. 19. Johnson & Johnson
  20. 20. Key principlesThink of your customers and staffBe preparedBe decisiveAnd assess the downside impactbefore deciding
  21. 21. GoogleAmazonStarbucks
  22. 22. Key principlesThink of your customers and staffBe preparedBe decisiveBe sensitive to culture
  23. 23. BP – Gulf of Mexico
  24. 24. Key principlesThink of your customers and staffBe preparedBe decisiveBe sensitive to cultureAdmit your mistakes
  25. 25. Equitable Life
  26. 26. Key principlesThink of your customers and staffBe preparedBe decisiveBe sensitive to cultureAdmit your mistakesBe – and sound – sincere
  27. 27. Key principlesThink of your customers and staffBe preparedBe decisiveBe sensitive to cultureAdmit your mistakesBe – and sound – sincereTake a long-term view
  28. 28. Cautionary talesChoose your words very carefully
  29. 29. Cautionary talesChoose your words very carefullyDont create your own disasters
  30. 30. The eclipse of the Cornish eclipse
  31. 31. Cautionary talesChoose your words very carefullyDont create your own disastersIts not what you say ...
  32. 32. There are known knowns; there are thingswe know that we know.There are known unknowns; that is to say,there are things that we now knowwe dont know.But there are also unknown unknowns – thereare things we do not know we don’t know.
  33. 33. I wouldnt start from hereif I were youMalcolm Oliver0131 333 539007979 673846malcolm.oliver@cantab.netEdinburgh University Business School7 May 2013

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