Post on 12-Jul-2015
transcript
The Risk of Risks
Reputation Risk and Resiliency
Linda Locke
Senior Vice President
November 2014
llockestandingpartnershipcom
Twitter Reputationista
1
Whom do you love
bull The Economist Intelligence Unit survey‒ ldquoReputational risk emerged as the most significant threat to a
businessrdquo
‒ Reputation is prized and vulnerable
‒ Major source of competitive advantage
‒ Difficult to categorize and quantify‒ httpwwwacegroupcomeu-enassetsrisk-reputation-reportpdf
bull Zurich‒ 70 of consumers say they avoid buying a product if they donrsquot like
the company behind it
‒ Consumers are 350 more likely to purchase products from
companies they like and trust
‒ Executives say 60 of a firmrsquos market value is attributable to reputation‒ httpstaticknowledgevisioncomaccountidgenterpriseassetsattachmentZurich_092012_RiskManagement_KVRep
utational_Risk1pdf
2
The Risk of Risks
bull Reputational risk a top concern for boards
‒ 63 of directors see reputational risk as top concernhellipand
concerns are growing
‒ Primary concerns cover product quality liability customer
satisfaction
‒ Secondary concerns integrity fraud ethics
‒ Three-fourths of directors seek broad-based risk assessmenthellip
and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp
3
What keeps boards up at night
4
A strong reputation can bring long-term
sustainability
Based on
Financial stability
Accounting
conservatism
Corporate integrity
Transparency
SustainabilitySource Trust Across America
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
1
Whom do you love
bull The Economist Intelligence Unit survey‒ ldquoReputational risk emerged as the most significant threat to a
businessrdquo
‒ Reputation is prized and vulnerable
‒ Major source of competitive advantage
‒ Difficult to categorize and quantify‒ httpwwwacegroupcomeu-enassetsrisk-reputation-reportpdf
bull Zurich‒ 70 of consumers say they avoid buying a product if they donrsquot like
the company behind it
‒ Consumers are 350 more likely to purchase products from
companies they like and trust
‒ Executives say 60 of a firmrsquos market value is attributable to reputation‒ httpstaticknowledgevisioncomaccountidgenterpriseassetsattachmentZurich_092012_RiskManagement_KVRep
utational_Risk1pdf
2
The Risk of Risks
bull Reputational risk a top concern for boards
‒ 63 of directors see reputational risk as top concernhellipand
concerns are growing
‒ Primary concerns cover product quality liability customer
satisfaction
‒ Secondary concerns integrity fraud ethics
‒ Three-fourths of directors seek broad-based risk assessmenthellip
and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp
3
What keeps boards up at night
4
A strong reputation can bring long-term
sustainability
Based on
Financial stability
Accounting
conservatism
Corporate integrity
Transparency
SustainabilitySource Trust Across America
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull The Economist Intelligence Unit survey‒ ldquoReputational risk emerged as the most significant threat to a
businessrdquo
‒ Reputation is prized and vulnerable
‒ Major source of competitive advantage
‒ Difficult to categorize and quantify‒ httpwwwacegroupcomeu-enassetsrisk-reputation-reportpdf
bull Zurich‒ 70 of consumers say they avoid buying a product if they donrsquot like
the company behind it
‒ Consumers are 350 more likely to purchase products from
companies they like and trust
‒ Executives say 60 of a firmrsquos market value is attributable to reputation‒ httpstaticknowledgevisioncomaccountidgenterpriseassetsattachmentZurich_092012_RiskManagement_KVRep
utational_Risk1pdf
2
The Risk of Risks
bull Reputational risk a top concern for boards
‒ 63 of directors see reputational risk as top concernhellipand
concerns are growing
‒ Primary concerns cover product quality liability customer
satisfaction
‒ Secondary concerns integrity fraud ethics
‒ Three-fourths of directors seek broad-based risk assessmenthellip
and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp
3
What keeps boards up at night
4
A strong reputation can bring long-term
sustainability
Based on
Financial stability
Accounting
conservatism
Corporate integrity
Transparency
SustainabilitySource Trust Across America
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Reputational risk a top concern for boards
‒ 63 of directors see reputational risk as top concernhellipand
concerns are growing
‒ Primary concerns cover product quality liability customer
satisfaction
‒ Secondary concerns integrity fraud ethics
‒ Three-fourths of directors seek broad-based risk assessmenthellip
and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards ndash EisnerAmp
3
What keeps boards up at night
4
A strong reputation can bring long-term
sustainability
Based on
Financial stability
Accounting
conservatism
Corporate integrity
Transparency
SustainabilitySource Trust Across America
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
4
A strong reputation can bring long-term
sustainability
Based on
Financial stability
Accounting
conservatism
Corporate integrity
Transparency
SustainabilitySource Trust Across America
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
5
Reputation advantage
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
6
Reputation penalty
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull The intangibles can comprise more than 60 of a
companyrsquos value
bull Public perception impacts profitability book value sales
bull Strong reputation can result in strong stock price growth
bull Investors use reputation in purchase decisions
bull Companies with a strong reputation can
‒ Charge premium prices
‒ Hire the best candidates
‒ Attract the best business partners
bull A strong reputation can be a competitive differentiator
7
Why focus on reputation
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Strategic risks Which risk areas hadhavewill have the
most impact on your business strategy
8
World of strategic risk is changing Deloitte
41 Brand
28 Economic Trends
26 Reputation
2010
40 Reputation
32 Business model
27 Economic trends
Competition
29 Economic trends
26 Business model
24 Reputation Competition
Today 2016
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
9
Reputation is the connective tissue between
business strategy and stakeholder perceptions
Financial
stability
Positive
societal
impact
Responsible
business
operations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
10
Two challenges to managing reputation
Reputation is not
owned by the
company it can
only influence it
Reputation is built
by decisions made
across the
organization
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
11
Clients are often not well-equipped to
manage reputation risk
Reputation literacy not
on the risk agenda
Risk literacy not on the
reputation agenda
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Reputation = judgments and perceptions of others
12
Reputation is owned by stakeholders
‒ Customers
‒ Suppliers
‒ Investors
‒ Advocacy groups
‒ Regulators
‒ Policymakers
‒ General public
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Risk is predictable ifhellip
13
The question is whether clients deliver on
the expectations of their stakeholders
‒ You know your
stakeholders
‒ You understand
what drives their
perceptions
‒ You are aware of
their values
‒ You listen to them
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
14
Stakeholders expect resiliency
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Two sides of resiliency
‒ Prevent conditions of risk
‒ Manage consequences of events
15
Resiliency Ability to adapt to a continuously
changing environment
Source ndash Carnegie Mellon Software Engineering Institute
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
16
Risk = Hazard + Outrage (Peter Sandman)
Source evolve24
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Reputation measurement
‒ Use custom or third party survey of key stakeholders that cover
major dimensions of reputation as well as key attributes
‒ Identify what drives reputation for each stakeholder group
‒ Compare results by stakeholders
‒ Compare results to competitors
‒ Share results from board level down throughout organization
‒ Build messaging plan that incorporates the drivers of reputation
17
Opportunities to solve problems for clients
Opportunity
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
18
Measuring the dimensions of reputation
How do
you make
me feel
Source Reputation Institute
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Reputation risk assessments
‒ Facilitate a dialogue with senior leadership on issues they think
cause risk to reputation
‒ Map out likelihood vs expected impact of each issue
‒ Build proactive plans to address high impacthigh probability
issues
19
Opportunities to solve problems for clients
Probability
Low High
Impact
Low
H
igh
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Reputation monitoring
‒ Identify a platform that can track the public dialogue about your
company and its competitors
‒ Find a program that identifies drivers of negative emotion
including outrage so you can set priorities identify trajectory of
risk
‒ Build a regular reporting program to track how perceptions have
changed and identify when to signal to the c-suite that risk is
serious
20
Opportunities to solve problems for clients
Source evolve24
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Diagnostic gap analysis Compare perceptions of internal
and external audiences
‒ If the internal audience thinks the company meetsexceeds
expectations while external stakeholders think it performs
weakly it may be an opportunity for expanded communications
‒ If external audiences think the company performs well but
internal audiences think it doesnrsquot it is likely a risk waiting to
blow up‒ Eccles Robert G Jr Scott C Newquist and Roland Schatz Reputation and Its Risks Harvard Business Review
85 no 2 (February 2007) 104ndash114
21
Opportunities to solve problems for clients
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Forcefield analysis
‒ Identify the forces that opposehelp the company achieve its
reputation goals
22
Opportunities to solve problems for clients
Reputational Goal
How you want your
stakeholders to
perceive you
Driving ForceFOR
ReputationGoal
Score 1-5
Driving ForceAGAINST
Reputational Goal
Score 1-5
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Scenario planning
‒ Identify scenarios that have or are likely to cause risk
‒ Consider how the organization appears from the outside in
‒ Create plans that reflect the POV of key stakeholders
‒ Lead tabletop exercises to test plan identify weaknesses
‒ Develop messaging platform that shifts with likely follow-on
events
23
Opportunities to solve problems for clients
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Internal alignment Build enterprise-wide reputation
competence
‒ Turn employees into advocates Help them answer the question
of what positive impact the company has on society
‒ Create reputation champions through all the business units Help
them integrate reputation risk planning and mitigation into their
work
‒ Share data Offer analysis of new products major changes in
customer service MampA expansion
24
Opportunities to solve problems for clients
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Finding internal allies ERM + BCDR
‒ The Enterprise Risk Management Business Continuity and
Disaster Recovery teams all have reputation risk on their
agendas
‒ They likely do not have data or baseline measurement so are
guessing at the likely impact of risk issues on reputation
‒ Make them your allies Offer to participate in their planning
sessions Help flesh out their reporting upward to include
reputational risk data
25
Opportunities to solve problems for clients
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Examine SEC filings for references to reputation risk to
determine what worries your clientsrsquo leadership Also
examine their competitorsrsquo filings
bull Examine all the negative sentiment expressed publicly in
the past 12 months Rank by degree of negativity
credibility of source likely impact
bull Engage the Enterprise Risk Management and Business
Continuity teams to see what they have included in their
plans for reputation risk Make them your allies Offer
reputation risk impact analysis
26
Where do I start
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
A resilient organization manages all types of
risk
27
Ability to manage risks
and functionadapt
throughout the
lifecycle of operational
disruptions
Ability to maintain
good stakeholder
perceptions and
supportive behavior
at all times
Operational
Resiliency
Reputation
Resiliency
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
bull Business units that understand reputation risks shift
planning and design to accommodate stakeholder
perceptions
bull Strategy that addresses drivers of reputation deepens
trust ndash and supportive behavior ndash among stakeholders
bull Data that measures the reputational impact of crisis
response helps improve response next time
bull Engaged c-suite and boards can focus investment on
managing avoiding and mitigating risk
bull Expands the number and influence of reputation
champions in the enterprise
28
Reputation risk planning drives
organizational resilience
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
29
Opportunity to bring reputation into risk
management processes
Reputation resiliencyplatform
Develop
mitigation
strategies
Set the agenda
Identify key risks
Monitor
report to
c-suiteboard
Build risk competency
at strategic level Internal alignment
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
30
What Enterprise Risk Management teams
require
Deliverables
bull Distinct quantified reputation risk assessment
bull Baseline measurement
bull Integrated reputation risk reporting
Outcome
bull Defining reputation resiliency for organization
bull Expanding view of risk to include non-market non-
operational issues with impact to reputation
bull Addressing broader issues of concern to board
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
31
The most important objective of all
Build
enterprise-wide
reputation
competence
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
32
Business Continuity management typically
lacks a reputation focus
Crisis
Emergency
Management
Business
Continuity
Disaster Recovery
Plan
Risk Assessment
Business Impact
Analysis
bull Reputation crisis
live event
management
bull Dynamic event
monitoring and
reporting
bull Message
management
bull Post-event analysis
bull Reputation crisis
plan development
bull Scenario planning
bull Tabletop exercises
bull Live simulation
bull Ongoing monitoring
bull Stakeholder
analysis
bull Reputation risk
assessment
bull Risk training for
comms team
bull Reputation training
for risk team
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
Antecedents of Risk
33
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
34
Stakeholders expect companies to share
their values
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
35
Stakeholders expect companies to share
their values
Gluttony
Sloth
LustWrath Hubris
Envy
Greed
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
36
Values vulnerabilities and outrage (See Business and Its Environment David P Baron PearsonPrentice Hall)
Hubris
Greed
Gluttony
Wrath
Envy
Sloth
Lust
Young
Elderly
Human Error
Media-Attractive
Abuse of Power
Lack of Responsiveness
Impoverished
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
The causes of outrage
ldquoDo I put up
with thisrdquo
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
ldquoDo I put up
with thisrdquo
Pressure GroupsldquoHave I noticed
pressure groups
focusing on itrdquo
AwarenessldquoWas there a
problem Did you let
me know about itrdquo
Choice
ldquoDid I choose to
take the risk or
was it imposed on
merdquo
NatureldquoIs the risk natural
or man-maderdquo
DreadldquoDo I fear
this riskrdquo
DetectabilityldquoCan I touchsee it
Is it quantifiable
Containablerdquo
MedialdquoHave I read about
itseen it in the
newsrdquo
EquityldquoWhat does the risk do for me
Is anyone bearing the risk who
doesnrsquot benefit from itrdquoScientific ViewldquoDo experts understand
it Do they
agreedisagree about
itrdquo
The causes of
outrage
Source Regester Larkin
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
39
Managing Reputation in Three Steps
Understand Perceptions of Stakeholders
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
40
Understand How you are Perceived Relative
to Competitors
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
41
Understand the drivers that impact
perceptions
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
42
Lest we forgethellip
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
43
Our ultimate goal is trust
Be trusted by the stakeholders
who matter
Building protecting and
restoring reputations
Building protecting and
restoring reputations