when the $!@# hits the fan - bryan strawser - bryghtpath llc - for pmi minnesota - november 2015
TRANSCRIPT
WhathappenswhentheS&^%hitsthefaninyourbusiness?
BryanStrawser,PMP,PgMP,PfMPPrincipalConsultant&CEO,BryghtpathLLC
DataBreaches
Company Impacted People
SonyPictures 6,000
SallyBeauty 25,000
NeimanMarcus 1,100,000
Michaels Stores 3,000,000
Community HealthSystems 4,500,000
PFChang’s 7,000,000
HomeDepot 56,000,000
Target 70,000,000
JPMorgan 76,000,000
Anthem 80,000,000
eBay 145,000,000
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TheLast36Months
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HurricaneSandyTimeline
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October– November2012
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October24th
• Firstwarningsareissued
October29th
• StormmakeslandfallinNewJersey
October30th
• Stormfadesaway
CrisisManagementasaCompetitiveAdvantage
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Source:2012HurricaneSandyRILASurvey
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0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
10/29 10/30 10/31 11/1 11/2 11/3
Target(195) Sears/K-Mart(236) Macy's(200) Walmart(294) BestBuy(125)
ProgramManagementLifecycle
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ProjectManagementInstitute:TheStandardforProgramManagement
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ReputationImpactofaCrisis
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HurricaneSandy- 2012
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InternationalBusinessTimes–11/3
CrisisLeadership
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Leadingyourcompanythroughacrisis
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• Clearrolesandresponsibilities• Decisionmakingrightspre-defined• Singlesourceoftruthforexecutive&boardcommunication
• Communicationproducts/messages• Cross-functionalcoordination
CrisisLeadership
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Characteristicsofastrongcrisisleader
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• Cross-FunctionalLeadership– Leadup(vertically)– Leadacross(horizontally)
• Bebothstrategicandtactical– Strategic:Seetheentirebusinessandexternalinfluences– Tactical:Bewillingtoworkonreallysimpleprocesseswhereneeded
• Understandsthatsuccessneverhappenswithinasilo• Doesn’ttrytoget“fancy”• Canpivotinamoment• Possessesextraordinarysituationalawareness
ArabSpring- 2011
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Cairo,Egypt
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CrisisCommunications
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Sendingoutapressreleaseisn’tgoingtocutit
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• You’llonlygetonechancetomessagethingswithyourversionofthestory– don’tpassupthisopportunity!
• Slow,methodicalPRplanningwillnotsuffice–communicationsmustbenimble.
• Honesty– spinisok,butbehonest.
• Culturalcontextiscritical.
HowtoLeadduringacrisis
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EricMcNulty,HarvardBusinessReview,December2013
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• Ensurecertaintyaboutdecisionmakingandstrategicmessaging
• UnderstandStakeholders– Mapoutyourstakeholders– Understandeachhasuniqueneedsforinformationandreassurance
– Developstoryarcsforeach
• Understandthatthecrisiswillevolveovertime
CaseStudy:India– GeneralStrike
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Twomajorstrikesin2010
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Planning&Preparedness
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Routinev.Novel
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• Don’tgetfancyatfirst– Howwilltheteam“activate”andsharethattheyareactivelymanagingasituation?
– Howwilltheyprovideupdates?– Whatdecisionswillbeescalatedtoexecutives?
• Thengetfancy– Whatcoulddisruptourbusiness?– Prioritizetheseriskswithexecutives– Planforkeyrisks
• REMEMBER:Youcannotplanforeverything• Havingaframeworkismoreimportantthanhavingaplanforeverysinglepossibility
CrisisManagementFramework
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SituationalAwareness
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ExecutiveCrisisTeam(C-Suite&CEODirects)
Cross-FunctionalCrisisTeam(Business lines&support teams)
CrisisManagementTeam
StrategicDecisionMaking
DaytodayoperationsRecommendations toExecutives
HorizontalCommunication
SubjectmatterexpertsSituationalawarenessupstream
Full-time/volunteer
ProjectManagementOrganization
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Similartoleadingacrisissituationasanincidentleader
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CrisisManagementFramework
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SituationalAwareness
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RoutineIncidentHOLYS$@!
Whatjusthappened?!
Protocols&ProcessesIncidentSpecificPlansPreparednessSteps
SituationalAwarenessCollaborativecross-functionaldiscussion
StrategicviewFrameworkfor
collaborativedecisionmaking&communication
CrisisLeadership
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SituationalAwareness
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• What’shappening?• Whatdoweknowaboutit?• Whatimpactisithavingonourbusiness?• Whatdon’tweknowwhatweneedtoknow?
• Allplansshouldbeexercisedatleastannually:– Notification– TableTop– Recovery– Fullyintegrated
• DisasterRecovery– TestingDRplansandstrategies
• Definedprocessforcapturinglessonslearnedandapplyingtoplansandstrategies
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Exercise,Testing,&MaturingHowwillIexerciseandtestmyplans? Basedonthoseresults,howwillIimprove?
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PracticalAdvice
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TheSimpleThings
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• Work/Business– Clearroles&responsibilities– Establishdecisionmakingrights– Howwillyoucommunicate?– SituationalAwareness
• Personal– BeInformed– MakeaPlan– BuildaKit– Visitready.gov formorepracticaladvice
ContactInformation
ContactBryan:BryanStrawserPrincipalConsultant&CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser
LearnmoreaboutBryghtpathLLCWebsite: www.bryghtpath.comTwitter: @bryghtpathFacebook: /bryghtpathllc
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Bryghtpath LLC
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