command and control: a framework for crisis management (drj fall world 2013)

Command and Control: A Framework for Crisis Management

Presented by:

Sean Murphy, Lootok Raychel Oshea-Patino, PVH Corp.

September 22, 2013

Agenda

How can we assess the dynamic of a crisis management team? 10 minutes

How can we get buy-in for crisis management? 15 minutes

Who are we? 10 minutes

What happens in a crisis? 10 minutes

Questions? 10 minutes

How can we effectively manage a crisis? 75 minutes

What do we need to manage a crisis? 10 minutes

Who is PVH Corp.?

Who is Lootok?

Lootok is the Hopi word for “The Day After Tomorrow.”

We are change agents for

business continuity and crisis management.

We do business continuity .

Branding for BCM Programs

Cognitive Learning Techniques

Activity-Based Approach

differently

Does making it interesting make a difference?

20% of what we hear 10% of

what we read

30% of what we see

50% of what we hear & see

70% of what we say or write

90% of what we do or interact with

Grow Awareness and Adoption Lootok Demand Model

Unaware

Draftee

Enlisted

Loyalist

Evangelist

•  Lack of awareness •  Lack of interest •  Lack of time •  Lack of perceived value •  Lack of support

•  Interest •  Incentive •  Desire for success •  Consequence •  Desire to belong

Agenda








What happens in a crisis?

11

As a company grows, so does its risk profile.

Some events are beyond our control.

Agenda






How can we effectively manage a crisis?75 minutes


Let’s draw a bug!

•  The bug is round.

•  It has 8 legs. Two are longer than the others.

•  The bug has eyes and antenna.

•  It has wings - each with a spot on it.

•  Each foot has feelers.

Each BCM competency requires a different kind of planning.

Decisions must be made based on available information.

A plan is a starting point, but it’s no substitute for expertise.

Agenda








Assess

Understand

Visualize Describe Direct

How can we effectively manage a crisis?

Consider the nature of the situation and its significance.

Command and Control

Picture the desired goals and how you will achieve them.

Command and Control

Visualize potential paths and their likely outcomes.

r

Understand the situation

Is it a crisis?

What do we need to

know?

What is our problem

statement?

Visualize your end-state

What are your goals?

Is there opportunity in

this crisis?

What happened and what are your goals?

Share the vision so teams can focus their efforts to achieve the desired outcome.

Command and Control

Provide guidance, allocate resources, adjust tasks, and share information.

Command and Control

Assess Understand

Visualize Describe Direct

Continually lead and assess the situation.

Imagine....�You work for a company called Tiny Cherubs that manufactures clothing. Earlier today, the media reported the son of a celebrity was found unconscious after swallowing the buttons of clothing manufactured by your company. His condition is critical.

Tiny Cherubs

Understand the situation, and visualize your end state.

Figure out how to get to your desired end state.

Maintain situational awareness.

Due to recent media attention on the apparel manufacturing industry,

Congress has felt the need to respond and has asked the CEO of Tiny Cherubs

and a few other companies to testify.

Greenpeace’s “Toxic Threads” campaign

announces that one year ago, they had asked Tiny

Cherubs to participate in a corporate commitment to eliminate toxic chemicals

from its supply chain. Tiny Cherubs had

turned it down.

Upon inspection and testing, hazardous

chemicals at toxic levels were found in the buttons of Tiny Cherubs clothing.

Activists are protesting outside of Tiny Cherub stores, and employees

are afraid to come to work.

The celebrity appears on TV, crying and holding a piece of clothing with

the Tiny Cherubs logo on it.

Tiny Cherubs stock has dropped 20%.

Jim Cramer on "Mad Money" warns viewers

to sell.

Find opportunity in the crisis.

Agenda








Interaction Style Survey

What’s your motto? 1

A.  It’s worth the time to integrate and reconcile many inputs.

B.  It’s worth the effort to think ahead to reach the goal.

C.  It’s worth the risk to go ahead and act or decide.

D.  It’s worth the energy to involve everyone and get them to ‘want’ to do it.


What best describes your energy – the way you move; your presence?

2

A.  You are determined. Your focus is often on getting someplace quickly.

B.  You are focused – calm, but purposeful. You find it easy to tune out distractions.

C.  You are engaging. Your positive and upbeat energy makes it easy to draw others in.

D.  You are open. Your laid back and relaxed aura allows you to sit back and take things in.


Which words fit you best? 3

A.  Friendly, Reflective, Agreeable

B.  Confident, Composed, Straightforward

C.  Calm, Reserved, Prepared

D.  Engaging, Expressive, Gregarious


How do you get things done? 4

A.  You take action.

B.  You involve others.

C.  You make a plan.

D.  You strive for harmony.


How do you typically respond to extreme and/or extended periods of stress?

5

A.  When stressed, you tend to become demanding.

B.  When stressed, you tend to start feeling overwhelmed.

C.  When stressed, you tend to withdraw or shutdown.

D.  When stressed, you tend to avoid conflict.

Interaction Style Survey Results

A. B. C. D. 1

2 A. B. C. D.

3 A. B. C. D.

4 A. B. C. D.

5 A. B. C. D.

Know the dynamics of your team.

Directors Motivators

Planners Synthesizers

It’s worth the risk to go ahead and act or decide.

It’s worth the effort to think ahead to reach the goal.

It’s worth the energy to involve everyone and get them to want

to do it and believe in it.

It’s worth the time to integrate and reconcile

many outputs.

Understand the causes of stress.

Directors •  Feeling out of control •  Nothing is being accomplished

Motivators

Planners Synthesizers •  Not knowing what is likely to

happen •  Not seeing progress

•  Not being part of what’s going on •  Feeling disliked or unaccepted

•  Not enough input or credit •  Pressed to decide too quickly

Understand the causes of stress

Directors Motivators

Planners Synthesizers

as well as the behaviors under stress.

•  Become more demanding •  Resentfully “checks out” •  Has outbursts of anger or

blame

•  Feel overwhelmed •  Act overly expressive •  Use selective avoidance

•  Withdraw •  Shutdown •  Inconsistent involvement

•  Become quiet and agreeable •  Avoid conflict •  Take a rigid stance

(“my way or the highway”)

Agenda








Make it easy for others to get onboard.

Keep your exercises relevant.

Create a culture for escalating issues.

”…We have been made aware that the Occupy Wall Street movement has

plans to stage a non-violent demonstration in the vicinity of our show. Please

note that we have taken extra security efforts to ensure the safety of our

guests and that the entrance process into our venue is as seamless as usual.

In light of this, all guests will be required to show email verification of a seat

assignment and a form of photo identification. Please bring both with you

this afternoon.”

Raychel Oshea-Patino Business Continuity Manager, PVH

228 Park Avenue South #25440 New York, NY 10003

www.lootok.com

Sean Murphy President & CEO

Lootok

Raychel Oshea-Patino BC Program Manager

PVH Corp.

200 Madison Ave. New York, NY 10016

www.pvh.com

Contact us with questions.

command and control: a framework for crisis management (drj fall world 2013)

Business

crisis management team

business continuity

desired goals

lootok raychel osheapatino

incentive desire

bcm competency

lem hat

desired outcome