theworstcase.com
Crisis Management
- new challenges - and tools



Tony MURDOCH
Raj RANA
www.theworstcase.com




        ...
theworstcase.com
Charting Gaps in Crisis Management
- new tools and approaches



Tony MURDOCH
Raj RANA
www.theworstcase.c...
Aim



 •   Illustrate crisis management challenges in the
     New Media age

 •   How simulation can create creating lea...
Crisis Management




quot;It takes 20 years to build a reputation and 5 minutes to ruin
it.quot; (Warren Buffet) 

quot;I...
What are the challenges?



•   Information overload

•   Staff not equipped

•   Senior management not interested

•   In...
What are the challenges?



•   New media overload
    Information and ICT seen as security threats

•   Parallel communic...
What complicates it further?



 •   Very real fear of legal action

 •   Managing daily business and crisis in parallel

...
A few illustrations



London Bombings

•   07 July 2005

•   Within 24 hours BBC had received 1000 stills
    and videos,...
Mumbai bomb blasts




                     ‘Hope for the best - but plan for the worst’
Mumbai bomb blasts




                     ‘Hope for the best - but plan for the worst’
Mumbai bomb blasts




                     ‘Hope for the best - but plan for the worst’
Mumbai bomb blasts




                     ‘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’
The Ranger Station Fire




                    ‘Hope for the best - but plan for the worst’
The Ranger Station Fire




                    ‘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’
Reputation




             ‘Hope for the best - but plan for the worst’
Reputation




             ‘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
    YouTube

•   Twitter use grew 1382% in the last year

...
Some figures



•   Every minute 15 hrs of video is uploaded to
    YouTube

•   Twitter use grew 1382% in the last year

...
Some figures



•   Every minute 15 hrs of video is uploaded to
    YouTube

•   Twitter use grew 1382% in the last year

...
Some figures



•   Every minute 15 hrs of video is uploaded to
    YouTube

•   Twitter use grew 1382% in the last year

...
Why Simulation?



Helping you to look around corners

  •   Simulation is a means to engender experience

  •   Create a ...
How does it work?



 •   Development of a realistic scenario

 •   Role players working in real-time from their
     resp...
Client                                            Title
                                                              FBA ...
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’
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’
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’
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’
How does it work?




 •   Record your thinking, decisions and the rationale behind your
     decision(s)

 •   Plenary se...
How does one design it?
5 Tips



•   Identifying and addressing vulnerabilities

•   Linking tactical incidents that take...
theworstcase.com



Helping you to look around corners

   A recently formed initiative to
   provide companies and
   org...
theworstcase.com




Public/Private sector experience

•   Corporate clients, international
    organizations, armed force...
theworstcase.com

Services

•   Risk audit and profile analysis

•   Emergency response decision-making

•   Developing cri...
What can we offer?




 •   Quick alert tests of your response system (3 hrs) to verify
     communications, call-up, init...
Questions?




www.theworstcase.com
Questions?




www.theworstcase.com
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Presentation on Risk and Crisis Management- www.theworstcase.com

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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.

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Presentation on Risk and Crisis Management- www.theworstcase.com

  1. 1. theworstcase.com Crisis Management - new challenges - and tools Tony MURDOCH Raj RANA www.theworstcase.com ‘Hope for the best - but plan for the worst’
  2. 2. theworstcase.com Charting Gaps in Crisis Management - new tools and approaches Tony MURDOCH Raj RANA www.theworstcase.com ‘Hope for the best - but plan for the worst’
  3. 3. 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’
  4. 4. Crisis Management quot;It takes 20 years to build a reputation and 5 minutes to ruin it.quot; (Warren Buffet)  quot;If it's not important to senior management, it will not be important to middle management or line management at all.quot; (Denny Lynch, Senior VP Communications, Wendy's) quot;90 percent of a crisis response is communications.quot; (Barbara Reynolds, CDC, USA) ‘Hope for the best - but plan for the worst’
  5. 5. What are the challenges? • Information overload • Staff not equipped • Senior management not interested • Inward looking- outside, ‘untrustworthy’ ‘Hope for the best - but plan for the worst’
  6. 6. What are the challenges? • New media overload Information and ICT seen as security threats • Parallel communications - needs driven Staff not equipped • Learning is based on individuals, not Senior management not interested organizations • Developing consistent and replicable responses Inward looking- outside, ‘untrustworthy’ ‘Hope for the best - but plan for the worst’
  7. 7. 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’
  8. 8. 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’
  9. 9. Mumbai bomb blasts ‘Hope for the best - but plan for the worst’
  10. 10. Mumbai bomb blasts ‘Hope for the best - but plan for the worst’
  11. 11. Mumbai bomb blasts ‘Hope for the best - but plan for the worst’
  12. 12. Mumbai bomb blasts ‘Hope for the best - but plan for the worst’
  13. 13. Mumbai bomb blasts ‘Hope for the best - but plan for the worst’
  14. 14. The Ranger Station Fire ‘Hope for the best - but plan for the worst’
  15. 15. The Ranger Station Fire ‘Hope for the best - but plan for the worst’
  16. 16. The Ranger Station Fire ‘Hope for the best - but plan for the worst’
  17. 17. The Ranger Station Fire ‘Hope for the best - but plan for the worst’
  18. 18. Reputation ‘Hope for the best - but plan for the worst’
  19. 19. Reputation ‘Hope for the best - but plan for the worst’
  20. 20. Reputation ‘Hope for the best - but plan for the worst’
  21. 21. Reputation ‘Hope for the best - but plan for the worst’
  22. 22. Some figures • Every minute 15 hrs of video is uploaded to YouTube • Twitter use grew 1382% in the last year • FaceBook boasts 175 million users • 4.1 billion mobile phones worldwide • 50 million iPhone users ‘Hope for the best - but plan for the worst’
  23. 23. Some figures • Every minute 15 hrs of video is uploaded to YouTube • Twitter use grew 1382% in the last year • FaceBook boasts 175 million users • 4.1 billion mobile phones worldwide • 50 million iPhone users ‘Hope for the best - but plan for the worst’
  24. 24. Some figures • Every minute 15 hrs of video is uploaded to YouTube • Twitter use grew 1382% in the last year • FaceBook boasts 175 million users • 4.1 billion mobile phones worldwide • 50 million iPhone users ‘Hope for the best - but plan for the worst’
  25. 25. Some figures • Every minute 15 hrs of video is uploaded to YouTube • Twitter use grew 1382% in the last year • FaceBook boasts 175 million users • 4.1 billion mobile phones worldwide • 50 million iPhone users ‘Hope for the best - but plan for the worst’
  26. 26. Why Simulation? 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’ ‘Hope for the best - but plan for the worst’
  27. 27. How does it work? • 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 ‘Hope for the best - but plan for the worst’
  28. 28. Client Title FBA Simulation Outline FBA Scenario OUTLINE Dates Place 03-07 September, 2007 Sandö Role: Head of Mission, Jabal Nafusa Role: Head of Mission, Jabal Nafusa Role: Head of Mission, Jabal Nafusa 03 September, 207: 2 months since back- Real-time- 04 September, 2007 Real-time- 04 September, 2007 ground documents F Task 2: Re-visit the exercise of flagging key I Text 5: Email from the Desk with Operations Provide Lani City Map A Text 1: Major Events July-August; increas- information that you completed in Task 1. Director in cc: They had a discussion with ingly complex and unpredictable situation. Please focus on how you might find a balance Foreign Ministry, link to Eva-Britt whose father B Text 2: Email from Lani office- Security between risks, operational priorities and prin- is a minister in the government. Give of us Situation from THI (02 September, 2007)- 1 ciples. some insight on your thinking: Are we really car jacking, 1 armed robbery of house, small doing all that we can in security? G Audio 2: Voicemail from Edith Fortier- She J Task 3: What do you answer to the Director incidents. C Video 1: Glimpse of Security Coordination of Operation’s email? 15 min puts into question whether David isn’t getting Meeting in Jabal Nafusa. a bit panicky- we should talk. D Task 1: Flag what you consider to be the K Video 2: Radio operator, Lani- Convoy has H Text 3 THI Operations Update: August most important information. Explain why you been machine-gunned, it’s the driver who is feel this information is so important, and try to Update, standard 2-pager of facts and figures. wounded who is calling. L Task 4: What do you do now? rank the information according to these crite- ria.- 15 min Plenary (PM 04 September) Discussion: risk M Text 6 BBC Website Piece: Initial reports, E Audio 1: Voicemail from Dave Donaldson- thresholds, acceptable work hazards, assum- confused, targeted by government forces as ing responsibility for strategic decisions. Doctors of the World are pulling out- we get part of campaign aimed at... their compound. Plenary (PM 04 September) Discussion: What Plenary (AM 04 September)- start talking how went wrong? Was there really a mistake? risk and operations equate. Session 1: What is important info? Session 2: Confusion around realities Session 3: Sudden onset crisis Key Issue: Is the risk worthwhile? Key Issue: Balance ops-security Key Issue: Crisis Management ! ‘Hope for the best - but plan for the worst’
  29. 29. How does it work? ‘Hope for the best - but plan for the worst’
  30. 30. How does it work? ‘Hope for the best - but plan for the worst’
  31. 31. How does it work? ‘Hope for the best - but plan for the worst’
  32. 32. How does it work? ‘Hope for the best - but plan for the worst’
  33. 33. How does it work? ‘Hope for the best - but plan for the worst’
  34. 34. How does it work? ‘Hope for the best - but plan for the worst’
  35. 35. How does it work? ‘Hope for the best - but plan for the worst’
  36. 36. How does it work? ‘Hope for the best - but plan for the worst’
  37. 37. How does it work? • Record your thinking, decisions and the rationale behind your decision(s) • Plenary sessions to present and question your peers ‘Hope for the best - but plan for the worst’
  38. 38. How does one design it? 5 Tips • 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 ‘Hope for the best - but plan for the worst’
  39. 39. 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’
  40. 40. 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’
  41. 41. 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’
  42. 42. What can we offer? • 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. ‘Hope for the best - but plan for the worst’
  43. 43. Questions? www.theworstcase.com
  44. 44. Questions? www.theworstcase.com

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