The document discusses the use of social media for business continuity management (BCM) and emergency management (EM), highlighting strategic alignment and crisis management examples. It emphasizes the importance of preparing a specific and concise plan for utilizing social networks before, during, and after a crisis, including engagement with stakeholders and communication strategies. The conclusion asserts that enterprise social networks have a significant impact and should not be implemented in crisis situations without proper planning.

1. Saskatchewan Forum
Using Social Media for
Business Continuity Management and
Emergency Management
Georges Cowan, MBCI, CBCP, CRISC, CMC
Senior BCP-GRC Consultant
March, 14 2011
[BC-IT] Partners

2. Agenda
Business Networks and YOU
Personal and Business social networks
Strategic Alignment for organizations
Crisis examples with Social Networks
Social Networks and Crisis Management
Crisis Management in Haïti
Social Network Architecture
EM and Social Media
Conclusion
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3. Social Media Services
A social networking service is designed to build
Social Media DEFINITION
online communities of people who share interests
and / or activities, or are interested in exploring the
interests and activities of other .
[Source Wikipedia le 2009/10/07]
Forums
Blogs
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4. Social Communication on the Web
Online Communities Blogosphere Blogs,
TYPES of Social Networks
Groups, Forums, RSS interrelated Communities
Your
participation
YOU
Social Networks Speciality Social Sites
facebook, myspace . . . YouTube, Twitter, LinkedIn …
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5. Personal and Business Social Networks
Personal Social Software Business Social Software
 Fun  Work
 Free  Paying
 You ( & friends +++)  Organization ( & partners)
 Under your control  Under organization
control & compliance
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6. Strategic Alignment for Businesses
1. Enterprise Considerations
Implementation ROADMAP
 Questions from management and shareholders ?
 What are the business drivers ?
 What is the most appropriate model for business networks ?
 Are social network initiatives aligned with enterprise objectives ?
 What are success criteria for social networks ?
2. Staff Considerations
 Impact a large number of persons inside and outside the organization.
 What are the targets to reach ?
 Who are the Champion and stakeholders ?
 Who are the support resources ?
3. Environmental Considerations
 “Businesses and competition in our domain are jumping into
Social Networks: what do we do ?”
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7. Crisis examples with social networks
Social Networks and CRISIS MANAGEMENT
In 2010
 An iPad beta tester launched a hoax. iPad - Apple did not like it
 The advertising agency for Wal-Mart testifies for its client but
gets caught with the hand in the pot through his # IP address
(PC)
 A Montreal bus driver decides to go for a coffee but customers
took their cell phones with video and publish on the Web
In 2009
 Pepsi encouraged young males to «score» on iPhone?
 Singer Dave Caroll’s guitar broken on United Airlines trip
 Belkin paid only for positive comments from clients?
En 2008
 Upset mothers carrying their babies - Motrin
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8. Social Networks in crisis management
Social Networks and CRISIS MANAGEMENT
Before the crisis – prepare a
specific and concise plan
 Build and maintain an Enterprise
social network (ESN) Crisis Cell
reporting to the Crisis
Management Team (CMT)
 Social Media Watch (complaints)
- Google Alerts and other public
tools (Twitter is very fast but
prepare very short scripts)
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9. Example of Google Alerts
Social Networks and CRISIS MANAGEMENT
Request
Result
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10. Social Networks in crisis management
Before the crisis – prepare a specific and precise plan
Social Networks and CRISIS MANAGEMENT
 ESN Cell connected to the crisis management team
Crisis Management Team (CMT)
Business Continuity Authority
BC / EM Coordinator CMT Registrar and
Legal Council
Communication ITC & Emergency Operations Administrative Functional /
Coordinator Coordinator Coordinator Coordinator Operations
Coordinator
Enterprise Social
Network Cell
 Have accounts to public social network (Twitter, YouTube,
enterprise blog), active RSS news channel and a multi-channel
grouping for access to management, crisis management and
others (employees)
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11. Social Networks in crisis management …
Social Networks and CRISIS MANAGEMENT
During the crisis
 Identify the source of the crisis
 For example: client complaint
 Employee dissatisfaction
 Awareness of a defective product - Listeriosis
 Ice storm or flood
 Severity of the crisis – do not overreact
 Formulate a message with care and transparency
 Remain available (even on weekends)
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12. Social Networks in crisis management …
Social Networks and CRISIS MANAGEMENT
During the crisis . . .
 Distribute your message (including social networks)
 Small crisis must be resolved before swelling
 The response of the organization must be communicated even
in an isolated case
When the crisis is increasing in intensity, involve your team
An internal crisis that does not make to the public? Prevent
problems by distributing a response
 The sun always comes back in the wake of bad weather
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13. Crisis Management in Haïti & social networks
Social Networks and CRISIS MANAGEMENT
Social networks disseminate information quickly at
first and then communications disappear since
affected
Implication of Experts (USAID within minutes, FEMA)
Examples of SN support to Haitians
 Location and reunification of families and relatives
 Video description on site (YouTube and others)
 Fundraising through social networks
 Volunteers offering support @distance
 Doctors from “Université de Sherbrooke” on site supported
by their fellow specialists over the Province of Québec
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14. Crisis Management in Haïti – USAID Experts
Social Networks and CRISIS MANAGEMENT
http://haitiresponse.igloocommunities.com/home
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15. Find individuals (relatives/friends) with Google
Social Networks and CRISIS MANAGEMENT
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16. Crisis Management in Haiti – Volunteers in Montreal
Social Networks and CRISIS MANAGEMENT
http://crisiscampmontreal.wordpress.com/
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17. Social Network Architecture
Social Networks and CRISIS MANAGEMENT
Exchanges based on multichannel for the Crisis
Management Team, Management, operational teams
and personnel in general
Securing exchanges to insure authentication, integrity
and confidentiality (at a similar level as enterprise daily
operations are conducted)
Archiving and auditing exchanges and capacity to
repatriate information when enterprise returns to normal
operations after a crisis
Capacity to scale based on requirements as they occur
during the crisis
Interoperability with personal social networks and RSS
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18. Business Continuity and Social Networks
Social Networks and CRISIS MANAGEMENT
In case of human resources loss (H1N1), social
networks may facilitate exchanges with employees
and support services
May be seen as secured email as a replacement of
external email (with the possibility to recall
exchanged information after the end off the crisis)
Access to highly specialised resources (like SME)
«@distance & @demand»: far less costly with an
immediate response when needed and with
horizontal expertise and innovative solutions
A communication tool for stakeholders
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19. Social Media and EM - it is now
http://6.mshcdn.com/wp-content/uploads/2011/02/social-media-emergency-lg.jpg
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20. Emergency Management and Social Networks
Social Networks and EMERGENCY MANAGEMENT
World Emergencies Map -
http://hisz.rsoe.hu/alertmap/index2.php
See what hash tags are trending at the current time
on Twitter - Trend Maps in EM: http://trendsmap.com/
Monitter - search bar which allows you to search
tweets by key words like Egypt returning endless
twits for 30 minutes on 2011/02/11 http://www.monitter.com/
TweetGrid - beauty of Tweetgrid is that you can set
up to 9 windows on one screen - http://www.tweetgrid.com
Blog Social Media 4 Emergency Management
Communication tools for Emergency Managers
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21. Conclusion
Enterprise Social Networks are here to stay and
their impact continues to grow rapidly
Very different from personal social networks like
Facebook - two different sports like Soccer and
Rugby (ball is the network: rules are quite different)
Implementing Enterprise Social Networks requires a
disciplined approach and enterprise management
implication
Implementing Enterprise Social Networks is not
recommended during a crisis: it requires a plan
and very important, it is of an holistic nature
March 2011 Business Social Network in crisis management 21

22. Georges Cowan is a Senior BCP-GRC
Consultant and a senior strategic consultant
in social media for Business Continu-IT
Partners.
[BC-IT] Partners
Georges Cowan,
Coordinates:
MBCI, CBCP , CRISC, CMC GCowan@bc-it.ca
(514) 714-9119
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