April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrating:Business ContinuityCrisis Management &
Emergency Management
Bruce T. Blythe Crisis Management Intl, [email protected] Twitter: BlytheCMI
For:
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated preparedness involvesdefining the crisis “beyond the obvious”
Bruce T. Blythe
Integrated Preparedness
• Handled the wrong crisis • Lacked integrated crisis response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Objectives
• What is integrated preparedness?
• How to integrate?
• Implementation methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated PreparednessCIA approach• Core Assets
• People• Reputation• Brand• Trust• Finances• Shareholders• Ability to operate• Physical property• Intellectual property• Key relationships
CYA is not a
core asset
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated PreparednessCIA approach• Core Assets
• ImpactedStakeholders
Impact outside
bulls eye
of my silo?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated PreparednessCIA approach• Core Assets
•ImpactedStakeholders
•AnticipationPattern
Recognition
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Pattern Recognition
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Preparedness
?Give up on silos?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos
Integrated = impact on whole system (horizontal)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration vs. Silos
Silo = Unilateral impacts (vertically)
Arthur Andersen Legal Silo:1.1. Deny any wrong doingDeny any wrong doing2.2. Prohibit employee communicationsProhibit employee communications3.3. Restrict content of media statementsRestrict content of media statements4.4.Outside counsel conduct privileged Outside counsel conduct privileged
investigationinvestigation5.5.Compile and protect pertinent Compile and protect pertinent
documentsdocuments
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated Response
CEO’s Integrated Response?• Core assets at risk?• Impacted Stakeholders?• Anticipation?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Definition• Combination of parts
or objects that work together well
• Psychology: Process of coordinating separate personality elements into a balanced whole; producing behavioral compatibility
def. Integration
Crisis Response
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated: Teams/ Plans
Strategic Crisis
Leadership
Teams Plans
IT Finance Legal Comm. HR Security Operations
Managerial
Operational/Tactical
DisasterRecovery
InsuranceAccounting
Regulatory Compliance
CrisisComm.
Human Impact
Emergency Response
Business Continuity
Strategic Leadership
Team
Integrated
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration: Phased Timing
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integration Failure Points
ACE
• Authority• Not sure who has authority
• People assuming authority who shouldn’t• People not assuming authority who should
• Thresholds for authority not defined within various functions
ACE
• Authority• Not sure who has authority
• People assuming authority who shouldn’t• People not assuming authority who should
• Thresholds for authority not defined within various functions
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
ACE• Communications
• Crisis team is only as good as communications
• Given and received with “Caring”
• Integrated across business functions
• Focus on CIA
ACE• Communications
• Crisis team is only as good as communications
• Given and received with “Caring”
• Integrated across business functions
• Focus on CIA
Integration Failure Points
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
ACE
• Expectations
• Who will assume which responsibilities?
• What are the expectations of the various stakeholders?
ACE
• Expectations
• Who will assume which responsibilities?
• What are the expectations of the various stakeholders?
Integration Failure Points
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Executive Leadership Team• Executive involvement and support
• Culture of preparedness and crisis leadership
• Structure to integrate all programs
Executive Leadership Team• Executive involvement and support
• Culture of preparedness and crisis leadership
• Structure to integrate all programs
Implementation Methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Executive Leadership Team• Competing leadership structures
• Conflicting priorities
• Disjointed authority, communication, and expectations
Executive Leadership Team• Competing leadership structures
• Conflicting priorities
• Disjointed authority, communication, and expectations
Implementation Methodology
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Managerial Team• Orchestrate a unified
response• “Glue” between executives
and the field• Integrate enterprise issues with tactical response
Managerial Team• Orchestrate a unified
response• “Glue” between executives
and the field• Integrate enterprise issues with tactical response
Implementation Methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Managerial Team• Executives take over• Too much focus on one or two silos
• Communication• Breakdown between strategic (executive) and tactical (field) responses
Managerial Team• Executives take over• Too much focus on one or two silos
• Communication• Breakdown between strategic (executive) and tactical (field) responses
Implementation Methodology
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Emergency Management• Life safety above all else• Contains the bulls eye of the crisis
• Addresses needs/ concerns of Managerial and Executive Leadership Teams
Emergency Management• Life safety above all else• Contains the bulls eye of the crisis
• Addresses needs/ concerns of Managerial and Executive Leadership Teams
Implementation Methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Emergency Management• Responsibilities not adequately prioritized/ considered
• Lacks coordination with staff functions
• Delay in integrating with Executive Leadership Team
Emergency Management• Responsibilities not adequately prioritized/ considered
• Lacks coordination with staff functions
• Delay in integrating with Executive Leadership Team
Implementation Methodology
Pitfalls
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
• List foreseeable risks • List staff functions for
each• Interviews: Compile on
relational data base• Info and directives
wanted from others• Info and directives
given to others
• List foreseeable risks • List staff functions for
each• Interviews: Compile on
relational data base• Info and directives
wanted from others• Info and directives
given to others
Implementation Methodology
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
• Crime• Building is to close• People harmed• Shareholder value • Media • Liability concern
• Crime• Building is to close• People harmed• Shareholder value • Media • Liability concern
Implementation Methodology
Stakeholder Issues
Examples
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrated preparedness involvesdefining the crisis “beyond the obvious”
Bruce T. Blythe
Integrated Preparedness
CIA• Core Assets•Impacted Stakeholders•Anticipation
CIA• Core Assets•Impacted Stakeholders•Anticipation
ACE• Authority•Communications•Expectations
ACE• Authority•Communications•Expectations
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Where we are heading . . .
• Past• Where we were in 2001 relating to preparedness integration
• Present • Current best practices position
•Future• Where trends are leading us in 10 years
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Published by Penguin Putnam
ISBN 1‐59184‐000‐7
Available at www.cmiatl.com
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Integrating:Business ContinuityCrisis Management &
Emergency Management
Bruce T. Blythe Crisis Management Intl, [email protected] Twitter: BlytheCMI
For: