The Darker Side of Digital: Managing Crises on Digital Channels
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This document discusses managing crises that occur on digital channels. It notes that crises can happen unexpectedly and threaten an organization's reputation, so they require a quick response. It identifies different types of crises and their sources. It also explains how digital media has changed crisis situations by providing new "flavors" of crises, fracturing the media landscape, amplifying emotions, and accelerating the pace of information sharing. The document advocates integrating digital strategies into an organization's overall crisis response plan, which should include preparation, developing messaging, responding quickly and flexibly across channels, and recovering from the crisis.
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The Darker Side of Digital: Managing Crises on Digital Channels
- 1. The Darker Side of Digital Managing Crises on Digital Channels
- 2. Intro DAVE FLEET EVP, DIGITAL, EDELMAN @davefleet
- 3. WHY SHOULD YOU CARE ABOUT CRISES?
- 4. “IT WILL NEVER HAPPEN TO ME”
- 9. Unexpected event Threatens significant reputational damage Short time to respond DEFINING CRISES
- 10. CRISIS ARCHETYPES ATTENTION Source: Roberto Adriani TIME EMERGING IMMEDIATE SUSTAINED
- 11. SOURCES OF CRISES • Political pressure • Regulatory changes • Religious/cultural/political controversies • Societal outrage • Health scares • Hostile takeover bids • Natural disasters • Political unrest • Sabotage & extortion • Corporate/strategic failure • Corporate governance failure • Fraud/malpractice • Poor employee behaviour • CEO dismissal • Employee injuries/death • Industrial disputes • IT system failures • Product quality recalls INTERNALEXTERNAL ISSUE-DRIVEN INCIDENT-DRIVEN Source: Charlie Pownall
- 12. DIGITAL DYNAMICS IN CRISIS SITUATIONS
- 13. NEW FLAVOURS OF CRISIS DATA SECURITY PRIVACY ONLINE ACTIVISM CYBER ATTACKS CUSTOMER SERVICE ISSUES CONSUMER BACKLASH …AND A NEW LAYER ON TOP OF OTHER VARIETIES
- 15. EVERYONE NOW HAS A VOICE
- 17. INTERNAL PANIC
- 19. ACCELERATED PACE
- 20. “RIGHT” vs “RIGHT NOW”
- 21. NEW PATTERNS OF MEDIA CONSUMPTION 71 69 67 45 32 28 Search TV Social Newspaper s Magazines Blogs
- 22. DIRECT COMMUNICATION AT SCALE
- 23. INTEGRATING DIGITAL INTO YOUR CRISIS TOOLKIT
- 24. 1. Planning and Preparation 2. Developing Issue 3. Crisis Alert 4. Crisis Response 5. Crisis Recovery 6. Return to Normal CRISIS PROCESS
- 26. INTEGRATED PLANNING Risk assessment Scenario planning Identify team members and roles Develop guidelines and escalation paths Messaging
- 27. Training and scenarios Vulnerability assessments Establish digital platforms Identify influencers and stakeholders Ongoing monitoring PREPARE NOW, BENEFIT LATER
- 28. • Speed beats smart in crises • Acknowledge the situation • Hub information centrally • Connect emotionally… but don’t react emotionally • Use digital channels to rebut misinformation • Data-driven decision making RESPOND QUICKLY AND FLEXIBLY
Notas del editor
- Intro Worked in digital for over 15 years. Worked on crises from major global tech outages, to high-profile malfeasance, to recent emergency in Fort MacMurray and companies operating there. Comment on Fort Mac and irony/challenge of this presentation in light of what happened there Will talk about: Why you should care about crisis comms Digital’s impact on crises How you can plan, prepare and react
- If there’s one constant I’ve seen when it comes to crises, it’s that no-one ever thinks it will happen to them. First thing to be struck from a scope of work. First thing to be pushed to “phase 2” And then a crisis hits, and our phones ring, and we have to fix the damage caused by those earlier decisions by companies who choose to put their heads in the sand and pretend that they’re immune to crises.
- Vtech 6.5 million profiles Kid Connect Learning Lodge PlanetVTech VTech was slow to respond and acknowledge the extent of the problem. VTech customers in the US faced long waits from the the company’s Hong Kong headquarters. Companies should have "clearly defined roles and responsibilities, tracking executive spokesperson availability, updated contact lists, statement templates, ready to blast media email lists and call down logs, and direct access to website, social and employee channels" — before a breach hits. http://www.holmesreport.com/long-reads/article/the-top-12-crises-of-2015-part-1
- One of the more breathtaking crises of 2015 was the food contamination that Chipotle faced — with ongoing consequences. Until last fall, the chain was upheld as the fast-food model of the future: "food with integrity" is its brand promise. That all changed when the restaurant was linked to a massive E. coli outbreak spanning many states. Company’s cheery disposition around the outbreak was unnerving. --- Stock price fell by nearly 40% December sales in stores open more than a year fell by 30% New food safety measures that the company admitted will hurt profits
- Blatter is suspected of criminal mismanagement and misappropriation of FIFA money. Respectively, of awarding undervalued World Cup broadcasting rights to former vice president Jack Warner in 2005, and making a "disloyal payment" to Platini in February 2011. Rocked the footballing world. Crisis dragged on for months, and left the reputation of FIFA severely damaged for what will likely be the long term.
- Thousands of confidential files were handed over to French tax authorities in 2008, but it was not until February 2015 that the issue hit the headlines, when the Guardian revealed how the bank had helped clients avoid millions in taxes. Neither did HSBC’s appearance in front of the Treasury Select Committee help, with chairman Douglas Flint and CEO Stuart Gulliver both stopping short of taking personal responsibility. Fined $637m, and has set aside another $550m for future settlements
- http://www.slideshare.net/robertoadriani71/crisis-communications-51218941/13
- Digital media has created new dynamics in crisis communications