Five Essential Crisis Management Capabilities TLT030 Sean Murphy CEO & President, Lootok Sean is CEO & President of Lootok, an operational risk management consulting firm based in New York. Founded in 2006, Lootok brings a fresh perspective to managing organizational resiliency initiatives including business continuity and crisis management.
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Five Essential Crisis Management Capabilities TLT030
Sean MurphyCEO & President, Lootok
Sean is CEO & President of Lootok, an operational risk
management consulting firm based in New York.
Founded in 2006, Lootok brings a fresh perspective to
managing organizational resiliency initiatives including
business continuity and crisis management.
“You’d be surprised how much it costs to look this cheap!”D O L L Y P A R T O N
L E A R N B Y S E E I N G
What do you see?
“The strangeness will wear off and I think we will discover the deeper meaning in modern art.”J A C K S O N P O L L O C K
L E A R N B Y S E E I N G
What do you see?
“You want a valve that doesn't leak and you try everything possible to develop one. But the real world provides you with a leaky valve. You have to determine how much leakiness you can tolerate.”A R T H U R R U D O L P H
W E L I V E I N A N E R A O F C O M P L E X
Local, regional & global change
“If I had better foresight, maybe I could have improved things a little bit. But frankly, if I had perfect foresight, I would never have taken this job in the first place. ”R I C H A R D F . S Y R O N
It all begins with leadership and basic capabilities.
1. Command and Control Framework
2. Threat Intelligence
3. Situation Awareness
4. Common Operating Picture
5. Common Ground
What do we need?
• A framework
• Information
• Organization
• Full spectrum
• Command & control
W H A T D O W E N E E D ?
A framework
W H A T D O W E N E E D ? A F R A M E W O R K .
Full spectrum
1. Initiate 2. Discover 3.PlanGET READY
5. Scan & detect4. PracticeSTAY ALERT
6. Respond 7. ResumeTAKE ACTION
W H A T D O W E N E E D ? A F R A M E W O R K .
Command & controlUnderstand what happened
What is the actual or potential impact?
Visualize you goals
How will you achieve them?
Describe the information that needs to be shared
How will you communicate?
Direct what information must be shared
What resources will you allocate?
Assess the outcome
Has anything changed?
“Let our advance
worrying
become advance
thinking and
planning.”W I N S T O N C H U R C H I L L
• Threat intelligence
• Situation awareness
• Common operating picture
W H A T D O W E N E E D ?
Information
“I’m afraid that if you look at a thing long enough, it loses all of its meaning.”A N D Y W A R H O L
W H A T D O W E N E E D ? I N F O R M A T I O N
Threat intelligence • Situation awareness
• Strategic responsiveness
• Intelligence Surveillance Reconnaissance (ISR)
• Threat effects
W H A T D O W E N E E D ? I N F O R M A T I O N
Situational awareness• Level 1: Perception – to
perceive (see) the status,
attributes, and dynamics of
relevant elements in the
environment.
• Level 2: Comprehension – to
understand what the data
and cues perceived mean in
relation to relevant goals and
objectives.
• Level 3: Projection – to
predict what those elements
will do in the future (at least
in the short-term).
W H A T D O W E N E E D ? I N F O R M A T I O N
Common operating picture
Adapt to your environment
• Common ground
• Tacit knowledge
W H A T D O W E N E E D ?
Organization
• Healthy conflict
• Common ground is never as good as we think it is, and it is always eroding. We can’t prevent its erosion, especially under complex and changing conditions. When goals, roles, and abilities change, we can’t count on sustaining common ground. Common ground also erodes because we have different life experiences that affect how we see things. Teams that have worked together for a while have shared working experiences and precedents about how to handle situations. That’s why bringing a new team members creates risks. The new members don’t have the shared experiences of the rest of the team
W H A T D O W E N E E D ? O R G A N I Z A T I O N
Common ground
• Intuition
• Judgment
• Experience
W H A T D O W E N E E D ? O R G A N I Z A T I O N
Tacit knowledge
“Make sure that the
probability of the
unacceptable is nil.”
R A Y D A L I O
Questions
Sean MurphyCEO & President, Lootok
Sean is CEO & President of Lootok, an
operational risk management consulting firm
based in New York. Founded in 2006,
Lootok brings a fresh perspective to
managing organizational resiliency initiatives
including business continuity and crisis
management.
http://www.lootok.com
W H A T D O W E N E E D ? A F R A M E W O R K .
Command & control
• Emergent behavior
W H A T D O W E N E E D ? O R G A N I Z A T I O N
Management by discovery
Related Documents
