Integrating: Business Continuity Crisis Management ... · April 16‐18, 2012 •Talking Stick Resort •Scottsdale, Arizona Definition • Combination of parts or objects that work

April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona

Integrating:Business ContinuityCrisis Management &

Emergency Management

Bruce T. Blythe Crisis Management Intl, [email protected] Twitter: BlytheCMI

For:


Integrated preparedness involvesdefining the crisis “beyond the obvious”

Bruce T. Blythe

Integrated Preparedness

• Handled the wrong crisis • Lacked integrated crisis response


Objectives

• What is integrated preparedness?

• How to integrate?

• Implementation methodology


Integrated PreparednessCIA approach• Core Assets

• People• Reputation• Brand• Trust• Finances• Shareholders• Ability to operate• Physical property• Intellectual property• Key relationships

CYA is not a

core asset



• ImpactedStakeholders

Impact outside

bulls eye

of my silo?



•ImpactedStakeholders

•AnticipationPattern

Recognition


Pattern Recognition



?Give up on silos?


Integration vs. Silos

Integrated = impact on whole system (horizontal)


Integration vs. Silos

Silo = Unilateral impacts (vertically)

Arthur Andersen Legal Silo:1.1. Deny any wrong doingDeny any wrong doing2.2. Prohibit employee communicationsProhibit employee communications3.3. Restrict content of media statementsRestrict content of media statements4.4.Outside counsel conduct privileged Outside counsel conduct privileged

investigationinvestigation5.5.Compile and protect pertinent Compile and protect pertinent

documentsdocuments


Integrated Response

CEO’s Integrated Response?• Core assets at risk?• Impacted Stakeholders?• Anticipation?


Definition• Combination of parts

or objects that work together well

• Psychology: Process of coordinating separate personality elements into a balanced whole; producing behavioral compatibility

def. Integration

Crisis Response


Integrated: Teams/ Plans

Strategic Crisis

Leadership

Teams Plans

IT Finance Legal Comm. HR Security Operations

Managerial

Operational/Tactical

DisasterRecovery

InsuranceAccounting

Regulatory Compliance

CrisisComm.

Human Impact

Emergency Response

Business Continuity

Strategic Leadership

Team

Integrated


Integration: Phased Timing


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

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


ACE• Communications

• Crisis team is only as good as communications

• Given and received with “Caring”

• Integrated across business functions

• Focus on CIA

ACE• Communications

• Crisis team is only as good as communications

• Given and received with “Caring”

• Integrated across business functions

• Focus on CIA



ACE

• Expectations

• Who will assume which responsibilities?

• What are the expectations of the various stakeholders?

ACE

• Expectations

• Who will assume which responsibilities?

• What are the expectations of the various stakeholders?



Executive Leadership Team• Executive involvement and support

• Culture of preparedness and crisis leadership

• Structure to integrate all programs

Executive Leadership Team• Executive involvement and support

• Culture of preparedness and crisis leadership

• Structure to integrate all programs

Implementation Methodology


Executive Leadership Team• Competing leadership structures

• Conflicting priorities

• Disjointed authority, communication, and expectations

Executive Leadership Team• Competing leadership structures

• Conflicting priorities

• Disjointed authority, communication, and expectations


Pitfalls


Managerial Team• Orchestrate a unified

response• “Glue” between executives

and the field• Integrate enterprise issues with tactical response

Managerial Team• Orchestrate a unified

response• “Glue” between executives

and the field• Integrate enterprise issues with tactical response



Managerial Team• Executives take over• Too much focus on one or two silos

• Communication• Breakdown between strategic (executive) and tactical (field) responses

Managerial Team• Executives take over• Too much focus on one or two silos

• Communication• Breakdown between strategic (executive) and tactical (field) responses


Pitfalls


Emergency Management• Life safety above all else• Contains the bulls eye of the crisis

• Addresses needs/ concerns of Managerial and Executive Leadership Teams

Emergency Management• Life safety above all else• Contains the bulls eye of the crisis

• Addresses needs/ concerns of Managerial and Executive Leadership Teams



Emergency Management• Responsibilities not adequately prioritized/ considered

• Lacks coordination with staff functions

• Delay in integrating with Executive Leadership Team

Emergency Management• Responsibilities not adequately prioritized/ considered

• Lacks coordination with staff functions

• Delay in integrating with Executive Leadership Team


Pitfalls


• 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

• 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



• Crime• Building is to close• People harmed• Shareholder value • Media • Liability concern

• Crime• Building is to close• People harmed• Shareholder value • Media • Liability concern


Stakeholder Issues

Examples


Integrated preparedness involvesdefining the crisis “beyond the obvious”

Bruce T. Blythe


CIA• Core Assets•Impacted Stakeholders•Anticipation

CIA• Core Assets•Impacted Stakeholders•Anticipation

ACE• Authority•Communications•Expectations

ACE• Authority•Communications•Expectations


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


Published by Penguin Putnam

ISBN 1‐59184‐000‐7

Available at www.cmiatl.com


Integrating:Business ContinuityCrisis Management &

Emergency Management

Bruce T. Blythe Crisis Management Intl, [email protected] Twitter: BlytheCMI

For:

Documents

Integrating: Business Continuity Crisis Management ... · April 16‐18, 2012 •Talking Stick Resort •Scottsdale, Arizona Definition • Combination of parts or objects that work