I hope this is an obvious point — reputation management is just one facet of broader strategic crisis management.
Communications pros play an important part in the broader system, along with those in business continuity planning (BCP, which is a focus on minimizing business disruption), risk management (often a combination of insurance, legal, regulatory and fiduciary risk), and incident/security management (typically a focus on environmental, health, safety and security risks).
Which discipline should supersede and own this process? Well, none.
A company’s senior leadership is ultimately responsible for a crisis – they own the system, whether they like it or not. Sadly, far too many of these leaders adopt crisis management systems that cover only one or some of these disciplines. Continue reading Who Owns Crisis Management?→
I’ve had the pleasure of not working with Ed Eaton on two occasions.
Allow me to explain.
Ed is an MBCI – a member of The Business Continuity Institute – and Principal of related firm Warner Gudlaugsson LLC. (Ask him about the firm’s name if you get the chance – it’s a good backstory.)
Twice now, Ed and I were supposed to combine talents on assignments for two different organizations. The first project lost its funding. The second got postponed. You can’t win ‘em all.
Fortunately, Ed and I kept in touch and I’ve really appreciated his perspectives. We’re looking to join forces officially on an assignment soon. When we do it’ll be like a Dynamic Duo of business continuity and crisis/reputation management. Pow! Biff!
Until that super moment materializes, Ed graciously agreed to participate here to answer Three Tough Q’s:
Q1: Do impediments exist between integrated business continuity management and reputation management?
According to a recent CNN report, the Department of Homeland Security confirmed that attempted terrorist attacks against the United States are at an all-time high. The department’s May 21 report obtained by CNN also indicates that terrorists are looking for “smaller, more achievable attacks against easily accessible targets.”
A pair of business continuity planning (BCP) experts recently voiced concerns about their profession. Tim Armit from the U.K. recently observed that the scope of business continuity too often gets restricted to physical disasters and IT failures. Ken Simpson later weighs in from Australia with an observation that BCP is becoming more fixated on management systems and certifications, rather than the holistic ability to manage incidents and recover.
We who focus on crisis/reputation management should echo their concerns.