In my previous blog, I looked at some of the learnings we, as business continuity and crisis managers, can draw from Sky Atlantic’s hard-hitting drama ‘Chernobyl’ - depicting the 1986 nuclear power plant disaster.
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Ever been in a pub or restaurant when a fire alarm is activated and nobody reacts? People just assume it’s a test or false alarm and take no action.
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Anyone watching the hard-hitting drama ‘Chernobyl’ - depicting the 1986 nuclear power plant disaster will no doubt be wondering ‘How on earth could that happen?’. Crisis experts might ask ‘What can we learn?’.
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What is a crisis? What is a useful definition of a crisis? These are the kind of questions that come up time and again in our nerdy crisis world.
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Ipsos Mori, the pollsters, just published a report on corporate reputation. Here is a summary of their, perhaps overly musical, thoughts on: ‘The Role of the CEO in external communications’.
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Don’t: sell it as Business Continuity; sell it as resilience. Resilience is about discipline at every level - simple procedures for simple events, documented and working.
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The headlines make for painful reading for UK businesses, but of course you’ll be aware that Hiscox offer cyber insurance so it’s hardly in their interest to suggest that everything in the cyber-garden is rosy.
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A nightmare scenario for a comms team is not having the full impact of a crisis to hand. If you don’t have all the facts, then an organisation is constantly playing catch up with the media and is incapable of setting the news agenda.
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When a British Airways flight that was destined for Dusseldorf wound up in Edinburgh, Ryanair thought they’d have some fun at BA’s expense and posted this on Twitter…
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I recently gave a talk to one of our clients in the automotive sector titled ‘Owning A Crisis’.
To illustrate my argument, I used three case studies: United Airlines passenger removal, the Volkswagen emissions scandal and the BA cyber-attack.
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The day of your crisis simulation has finally arrived. The scenario is complete, news videos have been recorded, social media streams are primed and the simulated crisis is ready to be unleashed.
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I particularly liked the above headline seen on a cyber-security website. There’s something about donuts and the verb stuffing that seem so appropriate together.
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During a crisis, it’s not bad news that makes people panic, but rather conflicting messages from those in authority.
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It’s not always easy to describe to those not involved in crisis management or business continuity exactly what it is we do. Inevitably people jump to conclusions and think we must be another arm of the emergency services or perhaps just dispense crisis PR.
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Drones have now disrupted flights at both Gatwick and Heathrow airport. At Heathrow the disruption lasted just a few hours; at Gatwick it was far more serious where tens of thousands of passengers saw their flights cancelled or delayed. Drones are the new micro menace.
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Handling a crisis can test the hardiest individual. What are the essential qualities needed for such a job?
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Crises come in many forms. Some are self-inflicted: the doctor being forcibly removed from the United Airlines plane springs to mind. A crisis might be a bolt from the blue: perhaps a cyber-attack. Or social media trolls amplify a piece of misinformation and suddenly there’s a witch-hunt against your company. So is your business crisis ready?
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At the heart of crisis management and business continuity there’s always a push and pull between planning for specific and nonspecific threats. The essence of a sound business continuity plan is its ability to counter threats of almost any nature
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