This document discusses the importance of crisis communications preparedness. It notes that reputations can be destroyed quickly but take centuries to build. It highlights the importance of having a crisis communications plan and team in place to respond to potential risks and crises in order to preserve business value. The document provides examples of crises at companies like BP and Sony to demonstrate how a bad situation can be made worse by an unprepared or ineffective response. It emphasizes the need to identify risks, have guidelines, train spokespeople, and conduct simulation exercises to improve an organization's crisis preparedness.
The Stakeholder Engagement Imperative. Seminar Paper: Oxford University Cent...Terence Lyons
Recent seminar paper delivered at the Oxford University Centre for Corporate Reputation.
Synopsis:
Reputations only exist within a network. As such network identification, monitoring and engagement is key. Networks are increasingly complex spanning governments, NGOs, media, online, key opinion leaders, academics and many other diverse groups. These networks and the key opinion leaders within each comprise the critical stakeholders of a company. Good stakeholder management is a key driver of value protection and value creation. This is particularly relevant in the context of today’s negative business environment yet many companies fail to do so successfully. This paper outlines some of the new models, technologies and solutions available today.
Tim Lister defines risk management as the process of uncovering uncertainty and risk in projects. It involves understanding the potential unwanted consequences of events or decisions, and deciding whether to address problems before they emerge or wait until they become clear problems. A key component is having conversations with stakeholders like technical staff, sponsors, and users to determine the best time to make decisions, such as whether to spend money up front to lower the probability of problems or how to lower costs if problems do occur. Effective risk management is about fighting early problems rather than late ones through proactive decision making.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
The document discusses strategies for successfully managing emergency operations in a distributed organization. It recommends selling the crisis management program to gain support from all levels of the organization. It also suggests organizing the crisis response team based on roles rather than individuals, and ensuring the program has flexibility to address local conditions. The document emphasizes having open communication channels to allow flexible response, and taking a global view while empowering local crisis teams to act independently as needed.
"What, Me Worry?": Crisis and Media Training in 30 Slides (or less)Roger Friedensen, APR
This presentation provides a broad overview of how to communicate effectively in a crisis situation to the media and other others. It explores some of the basis tenets of crisis communications and what it takes to be a successful spokesperson for your organization. In particular, it examines the role effective messaging (key messages) plays in an organization's communication with its public via the news media as well as some of the fundamental rules to avoid trashing your reputation.
The Stakeholder Engagement Imperative. Seminar Paper: Oxford University Cent...Terence Lyons
Recent seminar paper delivered at the Oxford University Centre for Corporate Reputation.
Synopsis:
Reputations only exist within a network. As such network identification, monitoring and engagement is key. Networks are increasingly complex spanning governments, NGOs, media, online, key opinion leaders, academics and many other diverse groups. These networks and the key opinion leaders within each comprise the critical stakeholders of a company. Good stakeholder management is a key driver of value protection and value creation. This is particularly relevant in the context of today’s negative business environment yet many companies fail to do so successfully. This paper outlines some of the new models, technologies and solutions available today.
Tim Lister defines risk management as the process of uncovering uncertainty and risk in projects. It involves understanding the potential unwanted consequences of events or decisions, and deciding whether to address problems before they emerge or wait until they become clear problems. A key component is having conversations with stakeholders like technical staff, sponsors, and users to determine the best time to make decisions, such as whether to spend money up front to lower the probability of problems or how to lower costs if problems do occur. Effective risk management is about fighting early problems rather than late ones through proactive decision making.
Avanulo White Paper 446 Relentless Achievement An Effective Defense Agai...mstxbusiness
The document summarizes key challenges facing companies in preventing external failures that damage brands, such as product quality issues. It notes that the cost of external failure is higher than ever due to intense media scrutiny. While technology has reduced some risks, companies often rely too heavily on technology without addressing human factors. Truly engaging employees is key to achieving the high quality levels needed to prevent external failures but remains an elusive goal for most firms. A holistic approach is needed that dedicates resources to both technological and human-focused solutions tailored to each organization.
Successfully Managing Emergency Operations in a Distributed EnvironmentMissionMode
The document discusses strategies for successfully managing emergency operations in a distributed organization. It recommends selling the crisis management program to gain support from all levels of the organization. It also suggests organizing the crisis response team based on roles rather than individuals, and ensuring the program has flexibility to address local conditions. The document emphasizes having open communication channels to allow flexible response, and taking a global view while empowering local crisis teams to act independently as needed.
"What, Me Worry?": Crisis and Media Training in 30 Slides (or less)Roger Friedensen, APR
This presentation provides a broad overview of how to communicate effectively in a crisis situation to the media and other others. It explores some of the basis tenets of crisis communications and what it takes to be a successful spokesperson for your organization. In particular, it examines the role effective messaging (key messages) plays in an organization's communication with its public via the news media as well as some of the fundamental rules to avoid trashing your reputation.
If we know that so many acquisitions fail, and we have an idea of why they fail, then why do transactions continue to fail? A look at possible deeper causes behind transaction failure and steps to make them more successful.
Quantifying Initiative Value & Prioritizing New Concepts SeminarRobert Brown
Our Advanced Decision Framework reveals why decision-making in business is so difficult and what you can do about it. It focuses on the aspects of human behavior and typical business analysis approaches that render decision-making prone to errors in judgment, unnecessary rework, cost, and lost opportunity. The Advanced Decision Framework provides a guided process by which leaders work collaboratively to overcome those barriers to success.
Exploring the link between Organsiational Resilience and Crisis ManagementAlex Serrano
This document discusses the importance of organizational resilience and its link to effective crisis management. It argues that resilience is developed through targeted investments in key areas like people and culture, infrastructure design, command and control procedures, threat assessment, technology, and stakeholder interaction. Having high resilience maturity raises an organization's crisis threshold. The author advocates for regular staff training exercises to test plans and develop a "crisis ready" mindset among employees.
The document discusses a presentation on improving decision making in times of austerity. The presentation aims to get participants thinking about challenges and biases in decision making. It presents a RISK framework to help surface biases related to Relationships, Interests, Shortcuts, and Knowledge. The framework and interventions like external facilitation, review, and team development are intended to create a more transparent and accountable environment for effective decision making.
Rob Mclean provides a summary of his career in corporate communications and public relations. Over the past 15+ years, he has held Director level roles at several technology companies, including CounterPath, NewHeights, and Mitel, where he established PR departments, increased media coverage, launched marketing initiatives, and improved brand awareness. Mclean believes effective communication is crucial for connecting parties, establishing understanding, and imparting trust. He highlights several ways PR can provide tangible returns for organizations, such as increased sales, brand equity, and internal morale.
This document discusses developing effective warning information through a systematic 5-phase process:
1. Project planning to define scope, team, and resources.
2. Hazard identification and analysis to understand potential risks.
3. Warning development to determine topics, delivery methods, and create prototypes.
4. Warning evaluation through internal reviews and possible user testing.
5. Final approval and documentation to demonstrate due diligence and allow future consistency.
Following this process helps maximize protection, resources, and consistency when determining safety warnings.
This document discusses disaster recovery and business continuity planning. It introduces common types of disasters and provides examples. The importance of having a disaster recovery plan and team is emphasized. Key aspects of a disaster recovery plan include identifying critical business functions, assessing risks, developing avoidance, mitigation and recovery strategies, and testing plans. The document also covers challenges in implementing recovery plans effectively.
Practical Strategies for Risk at board Level
This high level conference is specifically designed to meet the needs of today’s C – suite, heads of risk and others responsible for risk at board level. The fast paced programme, coupled with expert speakers and workshop leaders, will cover top level risk issues to include:
•implications of new corporate governance codes
•embedding effective enterprise risk management frameworks
•non-executive responsibilities for risk management
•board effectiveness
•emerging global risks
•risk appetite and risk tolerance
•negotiation and influencing at the top table
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Think ITSM presents: Service Desk Respect and Improvement CatalystsIT Service and Support
The document discusses how service desks are often seen as undervalued parts of IT departments, known as the "Rodney Dangerfield of IT", and outlines challenges they face with management, organizations, and employee morale. It argues that service desks provide value through their economic impact in reducing IT costs, their organizational impact by being the face of IT, and their impact on other IT processes. The presentation provides tools and frameworks for service desks to better define, measure, and communicate their value.
Preparing for Crisis - 5 Essentials to Survive IntactBuzzMgr
This document provides guidance on preparing for and managing crises in 5 key areas: 1) issues management to identify potential crises, 2) influencing decision-makers, 3) developing a crisis plan and testing readiness, 4) scaling communications for social media, and 5) conducting a post-crisis debrief. It emphasizes vigilant thinking, decisive action, prioritizing people, collaboration, and accountability. Readers are encouraged to establish an issues management team, name crisis team members, review crisis plans, monitor issues, and integrate social media strategies into planning. Conducting a thorough post-crisis debrief to evaluate response effectiveness and identify lessons is also stressed.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
The Knowledge Management Role In Mitigating Operational RiskEduardo Longo
The document discusses the relationship between knowledge management and operational risk mitigation. It uses the 1986 Challenger space shuttle disaster as an example of how better knowledge management could have prevented the catastrophe. Specifically, it describes how NASA engineers had concluded cold temperatures posed a risk to the O-rings but failed to effectively present the evidence. The document proposes integrating knowledge management and operational risk approaches to identify how information and knowledge can create operational risk events and how they could be used to avoid such events.
This document discusses leadership challenges during times of crisis. It contains interviews with experts on this topic, including David Gergen and Ram Charan. The interviews discuss how crisis forces change upon organizations, and how effective leadership is needed to guide companies through major changes. While crisis is difficult, it also creates opportunities to change business models and become more innovative. Examples are given of companies like Intel that adapted successfully during past economic downturns. Overall the document examines the balancing act of leadership during crisis - managing through major challenges while also pursuing new opportunities.
See my blog for commentary
http://www.e8consulting.com/blog/practiceareas/projectgovernance/boardroom-readiness-for-business-project-governance?preview=true&preview_id=307&preview_nonce=666c7f0fa3
Six Sigma Integration provides a 3-step approach to reducing supply chain complexity and improving safety. The first step is to measure and understand complexity drivers such as long lead times and inventory levels. The second step addresses how human factors like cognitive errors and organizational culture can influence complexity. The third step involves prioritizing areas to focus complexity reduction efforts. The document promotes workshops to help companies identify and lower supply chain complexity.
This document discusses management by walking around (MBWA) and its application in virtual environments. It begins with a brief history of MBWA, noting that it was originally used at HP to boost morale but evolved into a technique where managers visit employees to discover and address problems early. While effective, MBWA has limitations in virtual environments where managers cannot physically visit employees. Some workarounds used today include collaborative documents but they lack the spontaneity of real-time face-to-face interactions that make MBWA most impactful. The document explores what a "virtual world MBWA" might entail to continue providing its benefits of visibility, control and optimization in distributed teams.
The document discusses reducing supply chain complexity through three steps. It begins by introducing the author of a book on unexpected consequences and failures. Next, it outlines Six Sigma Integration's competitive advantages in reducing complexity, improving productivity and safety through their understanding of supply chains and complexity. The document then discusses how complexity can be measured and is most dangerous, and analyzes the effects of complexity, such as increased costs and risk. It concludes by listing examples of recurrence risks.
The document outlines 7 steps to establishing thought leadership: 1) understand the space, 2) form an opinion and create content, 3) spread the word via website, blogs and social media, 4) spread the word externally through columns, whitepapers, etc, 5) get people together through communities and events, 6) create an activities calendar, and 7) score your thought leadership efforts against competitors. It emphasizes the importance of being a trusted source of expertise to influence purchasing decisions and discusses tools to demonstrate thought leadership over time.
Björn Edlund discusses the importance of societal competence for business leaders and sustainability. He asks if leadership is ready to interact with stakeholders and understand how public opinion is formed. Edlund also questions if leaders can assess non-technical risk and are trained to manage issues through assertiveness and compromise. He notes that companies are vulnerable in the public sphere and must frame debates around delivering customer and societal value. Edlund proposes developing societal competence through helping leaders understand reputational vulnerabilities, preparing them for stakeholder engagement, and training them in assertive yet compromising issue management.
If we know that so many acquisitions fail, and we have an idea of why they fail, then why do transactions continue to fail? A look at possible deeper causes behind transaction failure and steps to make them more successful.
Quantifying Initiative Value & Prioritizing New Concepts SeminarRobert Brown
Our Advanced Decision Framework reveals why decision-making in business is so difficult and what you can do about it. It focuses on the aspects of human behavior and typical business analysis approaches that render decision-making prone to errors in judgment, unnecessary rework, cost, and lost opportunity. The Advanced Decision Framework provides a guided process by which leaders work collaboratively to overcome those barriers to success.
Exploring the link between Organsiational Resilience and Crisis ManagementAlex Serrano
This document discusses the importance of organizational resilience and its link to effective crisis management. It argues that resilience is developed through targeted investments in key areas like people and culture, infrastructure design, command and control procedures, threat assessment, technology, and stakeholder interaction. Having high resilience maturity raises an organization's crisis threshold. The author advocates for regular staff training exercises to test plans and develop a "crisis ready" mindset among employees.
The document discusses a presentation on improving decision making in times of austerity. The presentation aims to get participants thinking about challenges and biases in decision making. It presents a RISK framework to help surface biases related to Relationships, Interests, Shortcuts, and Knowledge. The framework and interventions like external facilitation, review, and team development are intended to create a more transparent and accountable environment for effective decision making.
Rob Mclean provides a summary of his career in corporate communications and public relations. Over the past 15+ years, he has held Director level roles at several technology companies, including CounterPath, NewHeights, and Mitel, where he established PR departments, increased media coverage, launched marketing initiatives, and improved brand awareness. Mclean believes effective communication is crucial for connecting parties, establishing understanding, and imparting trust. He highlights several ways PR can provide tangible returns for organizations, such as increased sales, brand equity, and internal morale.
This document discusses developing effective warning information through a systematic 5-phase process:
1. Project planning to define scope, team, and resources.
2. Hazard identification and analysis to understand potential risks.
3. Warning development to determine topics, delivery methods, and create prototypes.
4. Warning evaluation through internal reviews and possible user testing.
5. Final approval and documentation to demonstrate due diligence and allow future consistency.
Following this process helps maximize protection, resources, and consistency when determining safety warnings.
This document discusses disaster recovery and business continuity planning. It introduces common types of disasters and provides examples. The importance of having a disaster recovery plan and team is emphasized. Key aspects of a disaster recovery plan include identifying critical business functions, assessing risks, developing avoidance, mitigation and recovery strategies, and testing plans. The document also covers challenges in implementing recovery plans effectively.
Practical Strategies for Risk at board Level
This high level conference is specifically designed to meet the needs of today’s C – suite, heads of risk and others responsible for risk at board level. The fast paced programme, coupled with expert speakers and workshop leaders, will cover top level risk issues to include:
•implications of new corporate governance codes
•embedding effective enterprise risk management frameworks
•non-executive responsibilities for risk management
•board effectiveness
•emerging global risks
•risk appetite and risk tolerance
•negotiation and influencing at the top table
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Think ITSM presents: Service Desk Respect and Improvement CatalystsIT Service and Support
The document discusses how service desks are often seen as undervalued parts of IT departments, known as the "Rodney Dangerfield of IT", and outlines challenges they face with management, organizations, and employee morale. It argues that service desks provide value through their economic impact in reducing IT costs, their organizational impact by being the face of IT, and their impact on other IT processes. The presentation provides tools and frameworks for service desks to better define, measure, and communicate their value.
Preparing for Crisis - 5 Essentials to Survive IntactBuzzMgr
This document provides guidance on preparing for and managing crises in 5 key areas: 1) issues management to identify potential crises, 2) influencing decision-makers, 3) developing a crisis plan and testing readiness, 4) scaling communications for social media, and 5) conducting a post-crisis debrief. It emphasizes vigilant thinking, decisive action, prioritizing people, collaboration, and accountability. Readers are encouraged to establish an issues management team, name crisis team members, review crisis plans, monitor issues, and integrate social media strategies into planning. Conducting a thorough post-crisis debrief to evaluate response effectiveness and identify lessons is also stressed.
This document outlines a leadership development course. It discusses how lack of clear goals and poor communication are leading causes of failure. The role of a leader is to help people avoid these issues by setting ambitious goals and ensuring effective communication, even if the goals initially seem impossible. To develop as a leader, one must commit to action and be willing to act outside their comfort zone. Exercises are provided for participants to identify goals that could transform their work or life if achieved and to commit to specific leadership actions.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
The Knowledge Management Role In Mitigating Operational RiskEduardo Longo
The document discusses the relationship between knowledge management and operational risk mitigation. It uses the 1986 Challenger space shuttle disaster as an example of how better knowledge management could have prevented the catastrophe. Specifically, it describes how NASA engineers had concluded cold temperatures posed a risk to the O-rings but failed to effectively present the evidence. The document proposes integrating knowledge management and operational risk approaches to identify how information and knowledge can create operational risk events and how they could be used to avoid such events.
This document discusses leadership challenges during times of crisis. It contains interviews with experts on this topic, including David Gergen and Ram Charan. The interviews discuss how crisis forces change upon organizations, and how effective leadership is needed to guide companies through major changes. While crisis is difficult, it also creates opportunities to change business models and become more innovative. Examples are given of companies like Intel that adapted successfully during past economic downturns. Overall the document examines the balancing act of leadership during crisis - managing through major challenges while also pursuing new opportunities.
See my blog for commentary
http://www.e8consulting.com/blog/practiceareas/projectgovernance/boardroom-readiness-for-business-project-governance?preview=true&preview_id=307&preview_nonce=666c7f0fa3
Six Sigma Integration provides a 3-step approach to reducing supply chain complexity and improving safety. The first step is to measure and understand complexity drivers such as long lead times and inventory levels. The second step addresses how human factors like cognitive errors and organizational culture can influence complexity. The third step involves prioritizing areas to focus complexity reduction efforts. The document promotes workshops to help companies identify and lower supply chain complexity.
This document discusses management by walking around (MBWA) and its application in virtual environments. It begins with a brief history of MBWA, noting that it was originally used at HP to boost morale but evolved into a technique where managers visit employees to discover and address problems early. While effective, MBWA has limitations in virtual environments where managers cannot physically visit employees. Some workarounds used today include collaborative documents but they lack the spontaneity of real-time face-to-face interactions that make MBWA most impactful. The document explores what a "virtual world MBWA" might entail to continue providing its benefits of visibility, control and optimization in distributed teams.
The document discusses reducing supply chain complexity through three steps. It begins by introducing the author of a book on unexpected consequences and failures. Next, it outlines Six Sigma Integration's competitive advantages in reducing complexity, improving productivity and safety through their understanding of supply chains and complexity. The document then discusses how complexity can be measured and is most dangerous, and analyzes the effects of complexity, such as increased costs and risk. It concludes by listing examples of recurrence risks.
The document outlines 7 steps to establishing thought leadership: 1) understand the space, 2) form an opinion and create content, 3) spread the word via website, blogs and social media, 4) spread the word externally through columns, whitepapers, etc, 5) get people together through communities and events, 6) create an activities calendar, and 7) score your thought leadership efforts against competitors. It emphasizes the importance of being a trusted source of expertise to influence purchasing decisions and discusses tools to demonstrate thought leadership over time.
Björn Edlund discusses the importance of societal competence for business leaders and sustainability. He asks if leadership is ready to interact with stakeholders and understand how public opinion is formed. Edlund also questions if leaders can assess non-technical risk and are trained to manage issues through assertiveness and compromise. He notes that companies are vulnerable in the public sphere and must frame debates around delivering customer and societal value. Edlund proposes developing societal competence through helping leaders understand reputational vulnerabilities, preparing them for stakeholder engagement, and training them in assertive yet compromising issue management.
The document discusses the challenges of leading organizational change and the importance of addressing the human aspects of change. It notes that 70% of change initiatives fail, often due to not considering the impact on employees. Effective leadership must address people's deepest fears by communicating in an emotionally resonant way. The human side of change is difficult but critical, and change management specialists can help organizations navigate these challenges to increase the likelihood of success.
The role of the social and/or community strategist is unique from that of a community manager although the two roles are often done by the same person in smaller organizations. These slides are a small portion of the Community Strategist training course offered by The Community Roundtable, WOMMA & ComBlue. If you are interested in that class, you can find more info here: http://community-roundtable.com/what-we-do/training/
The document discusses social media use for businesses. It is a summary of a meeting between Kinship Digital, a social media consultancy, and CEOs. The meeting covered why Australians are addicted to social media, the consequences for businesses and executives, and a strategic view of social media internally and externally. Case studies were also reviewed that deliver a return on investment from social media use.
The recording industry struggled to adapt to digital disruption over the past two decades. In just 30 seconds, the video shows newspaper circulation plummeting from 240 million to 31 million between 2000 and 2010 as more Americans got online. Similarly, newspaper classified ad revenue dropped from $48.6 billion to $22.8 billion as readers shifted to online job/housing sites. The industry failed to embrace digital change and transition revenue models in time to remain viable.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
From One to a Million: Managing Social Media at ScaleDave Fleet
This document summarizes the challenges of managing social media at scale. It discusses moving from managing one account to millions, and outlines strategies for structure, community management, content, and measurement. Structure requires deciding on centralized vs decentralized control. Community management involves scaling one-on-one interactions while maintaining relationships. Content requires understanding objectives, channels, and executing rigorously. Measurement focuses on the right metrics and connecting them to objectives to generate insights. The key is having a full-program approach that ties measurement to objectives, plans, execution, and assessment.
How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
The Triana Group is an international corporate development firm that helps companies compete in the global marketplace by facilitating their access to new markets and expansion capital.
Moxie Software provides an employee collaboration platform called Employee Spaces. It utilizes a people-centric design approach to maximize adoption. The platform allows employees to find experts, collaborate on projects, share knowledge, and drive innovation. It also offers customizable features for integration, templating, search, and management. Moxie typically delivers an initial iteration within 15 days and full deployment within 90 days using an iterative methodology focused on usability.
Presentation given by Dion Hinchcliffe at Enterprise 2.0 San Francisco 2009. Focused on climbing the maturity curve of process and methods for enterprise social computing.
This document discusses how to attract and engage Generation Y, or Millennials, in the workplace. It first defines Gen Y as those born between 1982-1998, who currently make up 24% of the global workforce. It then argues that organizations should care about attracting Gen Y because 10,000 Baby Boomers are retiring daily for the next 10 years. The document outlines Gen Y's expectations around technology use, social causes, and work-life balance. It acknowledges biases that exist around Gen Y's skills and work ethic. Finally, it provides recommendations for organizations, including developing Gen Y's leadership skills, fostering relationships, and offering flexible work arrangements to continuously engage this demographic.
The document discusses the importance of having a serious social media strategy rather than just a casual presence. It argues that if an organization needs to be convinced they need a strategy, they are not ready. It also discusses how social media audiences are networked and influenced by each other, not just individuals. Finally, it provides examples of key elements a social strategy could include, such as defining employee social media policies, using tools to listen and engage audiences, and measuring results to optimize over time. The strategy framework emphasizes understanding target audiences and having a meaningful social brand purpose.
A Game Plan for Making Decisions Before, During, and After a Crisis Hits Your...4Good.org
This document provides an overview of creating an organizational resiliency plan to prepare for, respond to, and recover from crises. It discusses:
1) Assessing threats and vulnerabilities through a risk analysis to identify 2-3 threats to address in the plan.
2) Creating an Incident Action Plan (IAP) to guide decision making during a crisis. The IAP establishes objectives, assigns responsibilities, and determines operational periods.
3) Forming an Incident Action Team (IAT) to implement the IAP, manage response strategies, and oversee recovery teams focused on key organizational functions.
The presentation emphasizes having processes for internal and external communication, and developing notification procedures, call trees
The document discusses the role of HR in innovation. It argues that HR needs to act as a strategic business partner that creates solutions aligned with business needs, while also standardizing processes for efficiency. HR faces challenges in balancing centralization with diverse stakeholder needs. The document also discusses the role of an ombudsman in mediating conflicts and increasing employee satisfaction. Finally, it promotes the idea of "constructive controversy," where intellectual conflicts drive new understanding and problem solving, as a way for HR to facilitate innovation from all levels of an organization.
M&A 2.0: Addressing "social aspects" of mergers and acquisitionsAvinash Jhangiani
This point of view discusses the social challenges of M&A and provides recommendations to creatively address these challenges by leveraging emerging Social Media concepts and tools during post-merger integration.
This document discusses social business and how to operationalize it within an organization. It begins by discussing how social media has caused challenges for businesses and outlines a model for social business value creation. It then provides recommendations for establishing a social media center of excellence, including evaluating the social landscape, establishing roles and teams, and operationalizing the center. The document also discusses content creation workflows, building a real-time listening center, expanding programs globally, and operationalizing the content marketing process.
Præsentation af Dinis Guarda fra Saxo Bank holdt for Socialøkonomisk Netværk d. 6 April 2011.
Challenging social enterprises on social media opportunities..
Dinis Guarda, Global Head of SEO and Social Media Strategy SaxoBank, writer, author and entrepreneur. @dinisguarda
www.dinisguarda.com
Similar to When crisis hits! the importance of being prepared (20)
B2B companies are looking beyond conventional marketing communications and using social media to engage directly with their audiences, build trust and gather customer insight. But many companies are struggling to do this in a meaningful way. They’re prioritising marketing rhetoric over content creation, community building, and problem solving. This means that businesses are missing the opportunity to turn prospects into customers and customers into advocates. In this workshop, Text100’s Global Digital and Social Media Lead Jeremy Woolf will present the case for B2B social media and methodology for driving results. The delegation will then be split into four groups, each tasked with creatively responding to aB2B social media brief. Text100 experts will guide the groups, with each presenting their strategy back to the delegation.
Understanding how digital has changed brand measurement; Latest trends in measuring social media initiatives to gauge the effectiveness of digital branding programs; A KPI-based measurement methodology (with examples from companies);
Deep dive case study on how measurement analysis changed a telecommunications company's branding approach; Understanding big data and the future of measurement
Communication and public relations generally accepted practices study from US...Text100
Communication and public relations generally accepted practices study from USC Annenberg presented during the Text100 #hypertextlive San Francisco, May 2012
This document summarizes a presentation about social media and digital predictions for 2012. It discusses how the "Net Generation" uses social media to share information, build credibility and influence through their connections. It predicts that in 2012 social media will grow up, social customer relationship management will rise, social practices will be fully integrated into businesses, executives will focus more on their expertise than their title, big data analytics will become more common, bolt-on social media programs will be less common than full integration, social media will be more mobile-centric, influencers will be an important currency, companies will use more social channels for communication, and public relations will continue to evolve with new technologies and practices.
111117 social business reimagined (kuala lumpur) finalText100
Social business presentation covering the changes in consumer behaviors that are forcing organizational change.
Departments such as HR, sales, and customer support are learning from marketing's experiences in social networks as they redefine themsleves around their customers.
This presentation was first given by Jeremy Woolf in Kuala Lumpur, Malaysia in November 2011.
5 social media trends and tools to better servText100
This document lists various online resources for finding social media statistics, creating video prototypes, curating information, and understanding Facebook connectivity options. It includes links to tools for stats on Google, YouTube, social media platforms, video editing/animation, and storytelling platforms. The last section provides resources on Facebook APIs and permissions.
5 social media tools and trends to better serve your clientsText100
Training done for the US offices of Text 100 in 2011 - topics : Find online stats about everything / from social media to storytelling / Create video without video / Decypher Facebook black box / Fight against social media infobesity
091123 Shanghai Spanish Chamber Of Commerce Event 0.2Text100
- Bloggers are increasingly influential voices that companies can no longer ignore. While traditionally seen as unprofessional, bloggers expect to be engaged with as potential partners, not just outlets for press releases.
- Most bloggers are part-time and welcome contact from PR firms to provide information and suggest potential connections. Younger bloggers in Asia Pacific are more open to contact than those in Europe and USA.
- RSS feeds, corporate websites, and other bloggers are important information sources for bloggers, more so than traditional media. Providing content through these channels is key to reaching bloggers.
Text 100 Global Blogger Survey Report FinalText100
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
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5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
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20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Innovation Management Frameworks: Your Guide to Creativity & Innovation
When crisis hits! the importance of being prepared
1. When crisis hits! The importance
of being prepared.
Presented by Yeow Mei Ling
Managing Consultant and Crisis Communications Practice Lead
Text100 Global Communications
meiling.yeow@text100.com.my
3. What is your reputation worth?
“Corporate reputation is a more important measure of
success than stock market performance, profitability
and return on investment. Only the quality of
products and services edged out reputation as the
leading measure of corporate success.”
World Economic Forum
“30% - 50% of a
company’s value is in
intangible assets.”
Ernst & Young, Measures that Matter
4. Crisis Communications Preparedness:
The Purpose
• Marketing builds business value
• Crisis and issues management seeks to preserve business value
• Poorly handled crises affect trust ― and the bottom line:
– Share price
– Loss of sales, contracts, goodwill, partnerships
– Price erosion
– Interrupted/damaged organizational performance
• Thoughtfully handled crises are an opportunity to:
– Present the true soul of the company
– Prove management’s integrity
– Build and preserve credibility and trust with major stakeholders
5. What can go wrong?
• Act of God, business catastrophe, terrorism
• Employee (mistake, miscommunication, litigation initiation, IP theft, criminal activity,
dissatisfaction)
• Product, service or technology (network outage, service failure, downtime)
• Management, leadership, company performance (resignations or shareholder/board
pressure to resign, fraud, corporate investigation, personal indiscretions, earnings miss,
financial malpractice)
• Consumer, community or pressure group action or legislation
• Accident or negligence (causing illness, injury, fatalities, damages, loss)
7. ...Compounded by new worldwide
dynamics
Changes in Technology
EMPOWERMENT
TRUST More choice, more voice
Confidence in
each other,
FRAGMENTATION
not institutions Bigger cake, thinner slices
Changes in
Society Changes in Business
8. Can make a bad situation much, much
worse…
• Deepwater Horizon Oil Spill
• Tony Hayward appeared
unsympathetic and
attempted to shift blame
• BP was too transparent in its
attempts to manage its
reputation
• People thought BP cared
more about fixing its image
than solving the problem
9. Can make a bad situation much, much
worse…
• Sony repeatedly hacked
• Customer details shared
• PSN knocked offline for
extended period
• Sony downplayed severity of
problem
• Official communication was
sparse and vague
• No details or timeline for
situation resolution
11. And can have a far reaching impact…
TAIWAN FOOD SCARE
12. What are your risks?
• What external and internal factors could represent a
crisis for your business?
• Define three major risks that you feel could affect
your business.
• Consider how prepared you are to deal with these
events from a communications perspective today.
14. Dealing with a crisis
• The ultimate objective: issues
Pre-existing
don’t reach crisis proportions
relationships of trust
and goodwill • Very few crises are total
Strong values and
company culture
surprises
• A crisis is the latest possible
point at which a response can
Skilled crisis
prevention, take place
preparation,
handling and
communication
• Prior to this point, somewhere,
someone (usually senior
management) knows about the
probability of a crisis
15. Who owns the crisis?
Operational Communications
Operations Internal communications
Security
CEO communications
Manufacturing
Marketing/branding
Facilities
Physical recovery Investor relations
Crisis
Management
Team Management and leadership
The key is effective Overall responsibility
coordination of the Official positioning
management, operational
and communications Business leadership
response to the crisis Spokespeople
16. 10 guiding principles of managing a crisis
1. Have a clear process
2. Know how to analyze the situation
3. Develop clear objectives and strategies
4. Ensure smooth logistics
Action principles:
5. Speed
6. Consistency
7. Candour
8. Control
9. +1
Establish:
10.Monitoring and evaluation mechanisms
25. Building blocks
for crisis preparedness
Building Blocks, Holger Zscheyge, http://www.flickr.com/photos/zscheyge/49012397//
26. New era of crisis comms workflow
Map and monitor
social and
Revise crisis plan, traditional media
preparation and LISTEN channels
monitoring
REFINE PREPARE
Create a crisis
communications
plan and train
executives to
Conduct engage
immediate debrief
on resolution
REVIEW CRISIS
ENGAGE Manage dialogue
with Internal &
external
stakeholders and
communities
27. Buzz Analysis
What is the size of
the conversation
around your brand?
What topics are
generating buzz
LISTEN around your
company?
Identifying Buzz: we identify which topics
are getting the most attention in online
discussions and why.
Influencer Analysis: our experienced
analysts deliver in-depth qualitative analysis
of the online voices with the most influence
on your brand.
Influencer Topic Driver Analysis
What do influencers think are the key issues?
Influencer Lists
Who’s driving discussions
around your brand? Influencer Dashboard
What was the tone of
influential posts toward your
company? How often do
they discuss competitors?
Audience Segmentation and Community Mapping
What types of online communities are discussing
your company or products?
28. New era crisis communications
workflow
LISTEN
REFINE PREPARE Outputs
• Crisis communications plan and
spokesperson / community owner training
program including:
• Comprehensive DARE-based crisis
communications plan including social
and traditional media, influencer and
REVIEW CRISIS channel engagement strategy (includes
internal influencers)
• Established ownership and coordination
policies
ENGAGE
• Executive and spokesperson training
• Social media policy creation
• Pre-engagement with influencers
• Pre-established presence in key
communities
29. New era crisis communications
workflow
LISTEN
REFINE PREPARE
Outputs
• Manage dialogue with Internal &
external stakeholders and
communities including:
• Social and traditional media outreach
and response to all stakeholders
• Real time conversation and media
monitoring
REVIEW CRISIS
• Management of social and traditional
media newsrooms
• Creation and management of crisis
ENGAGE micro sites
• Strategic communications counsel
• Senior consultant joins crisis
management team
30. The new era of crisis comms
Monitor multiple channels through social media
Vigilant dashboards and RSS
Internal is as critical as external – ensure all
Internal vs. external
audiences are engaged appropriately
Crises don’t wait for news cycles – monitor and
Real time
respond 24x7
All channels feed into each other – ensure your
360 degree
message is consistent
Not all channels and influencers are created
Amplified
equal – find those that amplify
Speak with a human voice – that’s what your
Authentic
communities use
31. In short, be prepared...
• Identify your crisis communications team
• Have clear guidelines for internal and external comms
• Identify spokespeople
• Train spokespeople
• Establish crisis notification systems
• Identify and know your stakeholders
• Anticipate crises (scenario planning)
32. How do you improve your
organisation’s preparedness
quotient?
33. First..
• Conduct a crisis communications audit
– Hot spots (vulnerability audit)
– Existing structures and processes
– Readiness and gaps
34. Second..
• Develop clear guidelines, best practices and
policies
– Crisis communications manual
– Crisis reference kit
– Roll-out to core team(s)
35. Third…
• Conduct crisis simulation workshops
– With comms team or with wider crisis
management teams and committee
36. What is crisis simulation training?
• A real live simulation exercise to experience the pace and passion of a crisis with
particular focus on internal and external communications
• A great opportunity for individual brand communications teams to work side by
side with each other and develop a regional/ global team mentality
• The chance for communications staff who may not always deal with the media
directly to get a taste for press office life
A boost to any public relations professional’s ability to manage the media in a situation
that could happen!
3
37. Workshop series #1: Semiconductor
company
• ‘As live’ crisis management simulation (part of internal
team building programme).
• Text 100 developed a crisis around a fictional fire at the
company’s largest fab facility: Large fire spreading! Toxic
cloud and missing, presumed dead, staff members.
• In London, Paris and Munich, the communications teams
were given imaginary roles to play facilitated by Text100
consultants .
• Pressure from concerned relatives and industry bloggers to
broadcast, print and online media.
• Workshop objective – To create a life-like crisis situation
and see how each team reacted, learning from any
shortcomings in the Company’s infrastructure.
38. Workshop series #2: Regional Bank
• Simulation workshop followed completion of crisis audit and
development of group CC Guidelines
• Conducted over separate full-day workshops in TH, Indonesia,
SG and MY.
• Scenario: Banking platform failure with no ATM & online
transactions, no payroll transfers, no access to online
information, eve of a long weekend, long cues, irate customers.
• Simulation collaterals included mock news and social media
monitoring alerts, mock TV coverage, blog posts.
• Designed to provide a test bed and pressure cooker
environment with breaking news, ambush interviews, trending
twitter conversations, blogs and queries from authorities.
• CMT involvement (with Chairman/CEO) for decisions, approvals
and media engagements.
• Actual best practices from ‘as live’ scenarios used to fine tune
guidelines and drive home best actions.
39. Fourth
• Review, refine, refresh regularly
– Review with new crisis scenarios and industry
developments
– Refine policies, processes and guidelines
– Refresh with existing and new team members
40. Summary
• Social media has changed the nature of crisis management
communications forever
• However, the principles of crisis management communications remain
fundamentally the same
• It is more critical than ever to understand your company’s channels of
influence, especially your employees
• You can’t rely on news media as the sole channel for crisis
communications
• Constant monitoring is vital
• Authenticity is currency
Being prepared is a weapon in the comms arsenal!
41. There’s an up-side
Thoughtfully handled crises are an
opportunity to:
• Present the true soul of the company
• Prove management’s integrity
• Build and preserve credibility and trust
with major stakeholders
42. Thank You
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