Integrating: Business Continuity Crisis Management & Emergency ...
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrating: Business Continuity Crisis Management & Emergency Management For:
Bruce T. Blythe Crisis Management Intl, Inc. [email protected] Twitter: BlytheCMI
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness Integrated preparedness involves defining the crisis “beyond the obvious” Bruce T. Blythe
• Handled the wrong crisis • Lacked integrated crisis response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Objectives • What is integrated preparedness? • How to integrate? • Implementation methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets • • • • • • • • • •
People Reputation Brand Trust Finances Shareholders Ability to operate Physical property Intellectual property Key relationships
CIA approach a t o n s set i A as Y C ore c
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets CIA approach • Impacted Stakeholders
e d i s t u o t e c y a ls e ? p Im bul silo y m of
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets CIA approach •Impacted Stakeholders •Anticipation
n n r e tt itio a P gn o c Re
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Pattern Recognition
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness
? Give up on silos?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos
Integrated = impact on whole system (horizontal)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos Arthur Andersen Legal Silo: 1. Deny any wrong doing 2. Prohibit employee communications 3. Restrict content of media statements 4.Outside counsel conduct privileged investigation 5.Compile and protect pertinent documents
Silo = Unilateral impacts (vertically)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Response
CEO’s Integrated Response? • Core assets at risk? • Impacted Stakeholders? • Anticipation?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
def. Integration Definition • Combination of parts or objects that work together well • Psychology: Process of coordinating Crisis Response separate personality elements into a balanced whole; producing behavioral compatibility
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated: Teams/ Plans Integrated
Strategic Strategic Crisis Leadership Leadership Team
Teams
Managerial
Plans
IT Finance Legal Comm. HR Security Operations
Operational/Tactical Disaster Insurance Regulatory Crisis Human Emergency Business Recovery Accounting Compliance Comm. Impact Response Continuity
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration: Phased Timing
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Authority • Not sure who has authority
• People assuming authority who shouldn’t • People not assuming authority who should
• Thresholds for authority not defined within various functions
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Communications • Crisis team is only as good as communications • Given and received with “Caring”
• Integrated across business functions • Focus on CIA
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Expectations • Who will assume which responsibilities? • What are the expectations of the various stakeholders?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology
Executive Leadership Team • Executive involvement and support • Culture of preparedness and crisis leadership • Structure to integrate all programs
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Executive Leadership Team • Competing leadership structures • Conflicting priorities • Disjointed authority, communication, and expectations
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Managerial Team • Orchestrate a unified response • “Glue” between executives and the field • Integrate enterprise issues with tactical response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Managerial Team • Executives take over • Too much focus on one or two silos
• Communication • Breakdown between strategic (executive) and tactical (field) responses
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Emergency Management • Life safety above all else • Contains the bulls eye of the crisis • Addresses needs/ concerns of Managerial and Executive Leadership Teams
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Emergency Management • Responsibilities not adequately prioritized/ considered • Lacks coordination with staff functions • Delay in integrating with Executive Leadership Team
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology • • •
List foreseeable risks List staff functions for each Interviews: Compile on relational data base • Info and directives wanted from others • Info and directives given to others
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Examples • Crime • Building is to close • People harmed • Shareholder value • Media • Liability concern
Stakeholder Issues
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness Integrated preparedness involves defining the crisis “beyond the obvious” Bruce T. Blythe
CIA • Core Assets •Impacted Stakeholders •Anticipation
ACE • Authority •Communications •Expectations
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Where we are heading . . . • Past • Where we were in 2001 relating to preparedness integration
• Present • Current best practices position
•Future • Where trends are leading us in 10 years
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Published by Penguin Putnam ISBN 1‐59184‐000‐7
Available at www.cmiatl.com
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrating: Business Continuity Crisis Management & Emergency Management For:
Bruce T. Blythe Crisis Management Intl, Inc. [email protected] Twitter: BlytheCMI
Integrating: Business Continuity Crisis Management & Emergency Management For:
Bruce T. Blythe Crisis Management Intl, Inc. [email protected] Twitter: BlytheCMI
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness Integrated preparedness involves defining the crisis “beyond the obvious” Bruce T. Blythe
• Handled the wrong crisis • Lacked integrated crisis response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Objectives • What is integrated preparedness? • How to integrate? • Implementation methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets • • • • • • • • • •
People Reputation Brand Trust Finances Shareholders Ability to operate Physical property Intellectual property Key relationships
CIA approach a t o n s set i A as Y C ore c
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets CIA approach • Impacted Stakeholders
e d i s t u o t e c y a ls e ? p Im bul silo y m of
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness • Core Assets CIA approach •Impacted Stakeholders •Anticipation
n n r e tt itio a P gn o c Re
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Pattern Recognition
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness
? Give up on silos?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos
Integrated = impact on whole system (horizontal)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos Arthur Andersen Legal Silo: 1. Deny any wrong doing 2. Prohibit employee communications 3. Restrict content of media statements 4.Outside counsel conduct privileged investigation 5.Compile and protect pertinent documents
Silo = Unilateral impacts (vertically)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Response
CEO’s Integrated Response? • Core assets at risk? • Impacted Stakeholders? • Anticipation?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
def. Integration Definition • Combination of parts or objects that work together well • Psychology: Process of coordinating Crisis Response separate personality elements into a balanced whole; producing behavioral compatibility
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated: Teams/ Plans Integrated
Strategic Strategic Crisis Leadership Leadership Team
Teams
Managerial
Plans
IT Finance Legal Comm. HR Security Operations
Operational/Tactical Disaster Insurance Regulatory Crisis Human Emergency Business Recovery Accounting Compliance Comm. Impact Response Continuity
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration: Phased Timing
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Authority • Not sure who has authority
• People assuming authority who shouldn’t • People not assuming authority who should
• Thresholds for authority not defined within various functions
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Communications • Crisis team is only as good as communications • Given and received with “Caring”
• Integrated across business functions • Focus on CIA
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points ACE • Expectations • Who will assume which responsibilities? • What are the expectations of the various stakeholders?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology
Executive Leadership Team • Executive involvement and support • Culture of preparedness and crisis leadership • Structure to integrate all programs
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Executive Leadership Team • Competing leadership structures • Conflicting priorities • Disjointed authority, communication, and expectations
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Managerial Team • Orchestrate a unified response • “Glue” between executives and the field • Integrate enterprise issues with tactical response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Managerial Team • Executives take over • Too much focus on one or two silos
• Communication • Breakdown between strategic (executive) and tactical (field) responses
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Emergency Management • Life safety above all else • Contains the bulls eye of the crisis • Addresses needs/ concerns of Managerial and Executive Leadership Teams
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Emergency Management • Responsibilities not adequately prioritized/ considered • Lacks coordination with staff functions • Delay in integrating with Executive Leadership Team
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology • • •
List foreseeable risks List staff functions for each Interviews: Compile on relational data base • Info and directives wanted from others • Info and directives given to others
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Implementation Methodology Examples • Crime • Building is to close • People harmed • Shareholder value • Media • Liability concern
Stakeholder Issues
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness Integrated preparedness involves defining the crisis “beyond the obvious” Bruce T. Blythe
CIA • Core Assets •Impacted Stakeholders •Anticipation
ACE • Authority •Communications •Expectations
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Where we are heading . . . • Past • Where we were in 2001 relating to preparedness integration
• Present • Current best practices position
•Future • Where trends are leading us in 10 years
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Published by Penguin Putnam ISBN 1‐59184‐000‐7
Available at www.cmiatl.com
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrating: Business Continuity Crisis Management & Emergency Management For:
Bruce T. Blythe Crisis Management Intl, Inc. [email protected] Twitter: BlytheCMI
