Category Archives: planning and prevention

Terrorism: Seven Starter Steps to Prepare Against the Unthinkable

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.”

Scary.  A word to the wise:  “If You See Something, Say Something.”

Also scary times for U.S. businesses.

Experts who focus on emergencies and disasters have already weighed in with recommended actions.   

It’s a  similar clarion call for corporate communicators to prepare, now, before an attack strikes the heart of a company’s operations.  Here’s a good start of recommended actions:

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Go, Team!

Property of Fox. See the movie, June 11, 2010!

Exactly one month ago, I hosted a poll at the tail end of a blog post on the importance of building elite crisis management teams and not relying solely on plans. 

Pollsters were faced with a Solomon-like choice*:  if you could choose only one, would you rather have a super crisis plan with no trained team?  Or the opposite?

As of this evening, 95 percent favored team over plan

Unfortunately, I would say that ratio is THE MIRROR OPPOSITE of the way organizations focus on crisis preparedness. 

Continue reading Go, Team!

What’s good about networking is great for hackers

Organizations are wise to adapt to the unstoppable force that is social networking.  At this point, if you don’t agree please refer to the myriad perspectives that advocate this point, right after you crawl out from under your rock.

Yes, there are reputational risks for companies/brands that engage through social media.  These have been well documented with ample perspectives on how to prepare against such risks.  (Ahem.  Cough, cough.)

In addition, there are technological risks.  Being “social” on these networks inherently implies that people are casual with information and, at times, complacent about how widespread that information is being shared.  When (un)official company networks sprout, it’s the candid banter of employees or alumni typically reveals more than an untrained eye can see.

Like mosquitoes to standing water, hackers love social networks.  The casual banter provides the information from which they can plan attacks against company infrastructures.   If you have the stomach for it, you should read the play-by-play account of how a team of hackers used information pilfered from Facebook to infiltrate the entire infrastructure of an organization: 

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A Sporting Analogy (and Poll)

Pick a team sport.  Any sport.  Your team gathers to prepare for the upcoming season.  In your first meeting, your coach hands each of you a highly detailed playbook.  He reads aloud each page to your team.  The playbook details:

  • Goals for the season and winning strategies
  • Your team’s hierarchy:  captains, starters, matchups against various opponents, backups, etc.
  • On-field expectations:  how players should call plays, anticipate, adjust, communicate
  • A “matchup” assessment  of the team’s strengths and weaknesses versus each opponent that might be faced during the season

Continue reading A Sporting Analogy (and Poll)

Sharing a Lament with our BCP Brethren

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.

Continue reading Sharing a Lament with our BCP Brethren