This document discusses crisis management and reputation risks for organizations. It identifies traditional risks such as environmental issues, safety incidents, and natural disasters. It also examines new risks including issues with reputation, communication, technology, social media, and customer service. The document provides recommendations for how to prepare for and respond to crises, including taking an integrated approach, conducting risk assessments and simulations, monitoring for issues, and ensuring top management is involved in crisis management planning.

1. Don’t distribute this presentation! ©PorterNovelliNL

3. •
•
•
•
•

11. Geographic Crisis
Isolation impossible

12. ‘Traditional’ Risks
 Environmental issues
 Production issues
 Poor financials
 Safety issues
 Labor dispute
 Product defect/Recall
 Investigation
 Lawsuit
 Natural disaster
 Terrorist/Criminalthreat
 Activist issue
 Competitor threat
New Risks, e.g.:
Reputation/communication
Rumours / smear campaigns/poor comms
Technology/cybercrime
phishing / hacking / privacy / virus
Slacktivism (E-herding)
Poor Customer service
Social Media behaviour
Security (project X)

17. Behavior / Action
Extreme Flexibility
Preparation + Monitoring

20. #1

22. High impact
Realistic
Not realistic
Low impact
Priority!
#2

23. •
•
•
•
•
•
#3

24. Procedures
Manual
Mandate
Simulation
Monitoring
#4

25. •
•
•
•
#5

26. Awareness
Detection
Participation
Active involvement of all employees
#6

27. Involvement and Integration of Reputation- &
Crisis Management in all business processes
Reputation &
Crisis
Management
sales
Legal
Corporate
comms.
Marketing
comms.Customer
care
Risk &
Comliance
Security
HRM
#7

28. #8

29. •
•
•
•
#9
Key role Top Management/CEO

30. #10
1. Risk
Assessment
2. Policies
Mandate
3. Monitoring
Detection
4. Simulation
Training
5. Evaluation
Improvement

32. •
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•

33. Guy Kawasaki