Crisis Management, Business Continuity, and Program Branding Marketing and Messaging This presentation was presented at the D.C. Analyst Roundtable. I was asked to speak on crisis management, business continuity, and how to run a program like a business. The presentation is divided into three sections. Part I, I look at traditional risk management, which works extremely well in well defined, linear, environments. In this environment centralized decision-making, orderly processes, detailed plans, and statistical analysis work well. The environment is structure, stable, and predictable. We can systematically think through these events because we know how they work. We can make decisions and estimates with relative accuracy. Part II, I look at nontraditional risk management, which is focused on complex, nonlinear, environments. Risk management is facing more and more complex events. Here sources of complexity are accelerating. These sources include entities and events that are connect. It is there speed and density of their connections that make it difficult for us see cause and effect and almost impossible to see cascading effects. In this environment centralized decision, orderly processing, and detailed plans do not work very well. This environment is not structure, not stable, not predictable. We have difficulty thinking through this events because we don't know how they work. This environment requires a different set of capabilities. Part III, I look at running an internal program as a business. Many programs are managed from a seasoned practitioner mindset, not an entrepreneurial mindset. If you see your job as running a business you see activities different. You will focus more on building demand and creating an amazing experience, campaigning and selling, as well as branding and marketing your program. Enjoy - Sean Sean S. Murphy - 228 Park Ave South, Suite 25440, New York, NY 10003 +1 646.961.3684, ext. 701 sean@lootok.com lootok.com

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Serious business play

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Crisis
Management
and Business
Continuity
DC ANALYSTS’ ROUNDTABLE
November 2016
Sean S. Murphy
Lootok, CEO

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Agenda
1. What is Business Continuity Management (BCM)?
2. What model should we use in complex situations?
3. How do we market our programs?

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Build a common language

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Traditional risk management

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Are you too focused on the task
at hand to notice threats in your
environment?

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Now what?

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Do you understand how threats
today will impact you tomorrow?

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Crisis timeline
1. Facilitate evacuation or
sheltering-in-place
2. Determine if the incident is
a crisis
3. Relocate employees to
continue critical processes
4. Restore servers and
networks per recovery
priorities
5. Monitor the media for
potential media impact
6. Conduct investigations into
malicious threats
Security
Emergency
Response
Crisis Management
Time
Intensityofactivity
Incident Management
Business Recovery
IT
Recovery

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What does a linear
environment look
like?

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What model do we
need for complex
situations?

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Understand our environment

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We’ve evolved

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What model can we use?
Command and Control model

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Command and control
The nature of the situation and its significance.
UNDERSTAND

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We’re back

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Command and control
Picture the desired outcome
VISUALIZE

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Command and control
Share the vision with the
entire team, so they can
focus their efforts and make
decisions to achieve the
desired outcome.
DESCRIBE

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Command and control
Establish relationships, provide continued
guidance, assess and adjust as required, and
allocate required resources.
DIRECT

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Command and control
Lead and assess

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Crisis Cards activity
• Choose a card at random from the deck and
reads the scenario to the group.
• Based on the scenario, would you declare this
a crisis? Explain your answer. Fragments of blue
plastic are found in
your product in the
morning. All product
from the previous
day’s production are
still within your
control.

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Run your program like a business

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How invested are your customers?
EVANGELIST
Endorses the
program to
other
audiencesLOYALIST
Proactively
participates in
the program
and sees its
value
ENLISTED
Is a willing
participant in
the program
but does not
ask for it or
endorse it
DRAFTEE
Has been
mandated to
participate in
the program,
does not see
its value
UNAWARE
Does not
know that
Business
Continuity
exists
Lootok Demand
Model®

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Have you
walked in
your users’
shoes?
Lootok Experience Model®

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Be a brand

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Be a destination

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Be timely

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Questions?

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Thank you!