DC Analysts' Roundtable: Crisis Management, Business Continuity, Awareness
Crisis Management, Business Continuity, and Program Branding Marketing and Messaging This presentation was presented at the D.C. Analyst Roundtable. I was asked to speak on crisis management, business continuity, and how to run a program like a business. The presentation is divided into three sections. Part I, I look at traditional risk management, which works extremely well in well defined, linear, environments. In this environment centralized decision-making, orderly processes, detailed plans, and statistical analysis work well. The environment is structure, stable, and predictable. We can systematically think through these events because we know how they work. We can make decisions and estimates with relative accuracy. Part II, I look at nontraditional risk management, which is focused on complex, nonlinear, environments. Risk management is facing more and more complex events. Here sources of complexity are accelerating. These sources include entities and events that are connect. It is there speed and density of their connections that make it difficult for us see cause and effect and almost impossible to see cascading effects. In this environment centralized decision, orderly processing, and detailed plans do not work very well. This environment is not structure, not stable, not predictable. We have difficulty thinking through this events because we don't know how they work. This environment requires a different set of capabilities. Part III, I look at running an internal program as a business. Many programs are managed from a seasoned practitioner mindset, not an entrepreneurial mindset. If you see your job as running a business you see activities different. You will focus more on building demand and creating an amazing experience, campaigning and selling, as well as branding and marketing your program. Enjoy - Sean Sean S. Murphy - 228 Park Ave South, Suite 25440, New York, NY 10003 +1 646.961.3684, ext. 701 sean@lootok.com lootok.com
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DC Analysts' Roundtable: Crisis Management, Business Continuity, Awareness
- 2. 2 Crisis Management and Business Continuity DC ANALYSTS’ ROUNDTABLE November 2016 Sean S. Murphy Lootok, CEO
- 3. 3 Agenda 1. What is Business Continuity Management (BCM)? 2. What model should we use in complex situations? 3. How do we market our programs?
- 4. 4 Build a common language
- 6. 6 Are you too focused on the task at hand to notice threats in your environment?
- 7. 7 Now what?
- 8. 8 Do you understand how threats today will impact you tomorrow?
- 9. 9 Crisis timeline 1. Facilitate evacuation or sheltering-in-place 2. Determine if the incident is a crisis 3. Relocate employees to continue critical processes 4. Restore servers and networks per recovery priorities 5. Monitor the media for potential media impact 6. Conduct investigations into malicious threats Security Emergency Response Crisis Management Time Intensityofactivity Incident Management Business Recovery IT Recovery
- 10. 10 What does a linear environment look like?
- 11. 11 What model do we need for complex situations?
- 13. 13 We’ve evolved
- 14. 14 What model can we use? Command and Control model
- 15. 15 Command and control The nature of the situation and its significance. UNDERSTAND
- 16. 16 We’re back
- 17. 17 Command and control Picture the desired outcome VISUALIZE
- 18. 18 Command and control Share the vision with the entire team, so they can focus their efforts and make decisions to achieve the desired outcome. DESCRIBE
- 19. 19 Command and control Establish relationships, provide continued guidance, assess and adjust as required, and allocate required resources. DIRECT
- 20. 20 Command and control Lead and assess
- 21. 21 Crisis Cards activity • Choose a card at random from the deck and reads the scenario to the group. • Based on the scenario, would you declare this a crisis? Explain your answer. Fragments of blue plastic are found in your product in the morning. All product from the previous day’s production are still within your control.
- 22. 22 Run your program like a business
- 23. 23 How invested are your customers? EVANGELIST Endorses the program to other audiencesLOYALIST Proactively participates in the program and sees its value ENLISTED Is a willing participant in the program but does not ask for it or endorse it DRAFTEE Has been mandated to participate in the program, does not see its value UNAWARE Does not know that Business Continuity exists Lootok Demand Model®
- 24. 24 Have you walked in your users’ shoes? Lootok Experience Model®
- 25. 25 Be a brand
- 27. 27 Be timely
- 28. 28 Questions?
- 29. 29 Thank you!