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Leadership – business continuity management and crisis management

By |2022-05-27T12:53:09+01:00 21 February, 2022|Business Continuity, Resilience|

Leadership - business continuity management and crisis management Business continuity management can also mean “emergency and crisis management”. We also find this term in the administrative sector, as in the work of civil protection. But is leadership in the event of crises really the same? This short article is intended to highlight individual differences and similarities between these two emergency and crisis management approaches so that a distinction can be made and differentiation simplified. Causes of crises The causes of crises or disasters in the field of civil protection are almost exclusively external. This means, for example, natural disasters, terrorist attacks or a technical/human failure, which leads to high risks. In the case of companies, there are two additional causes: inadequate attention to operational fluctuations up to the point of escalation and the occurrence of latent problems, which lead to high reputational damage. The crisis is therefore not [...]

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Crisis management, communication and trust – Podcast

By |2020-11-09T09:49:04+00:00 9 November, 2020|Business Continuity, News, Resilience|

In this podcast, we talk to Angela Clendenin PhD, MA from Texas, USA about trust and engagement in crisis management and communication. How do we send impactful and consistent messages to diverse communities and organisations? How do we ensure the audience trusts and engages with our messages and takes action? Listen to find out!

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Organisational flexibility – tools for resilient operations

By |2020-10-22T17:14:52+01:00 22 October, 2020|Business Continuity, News, Resilience|

When London hosted the Olympic games in 2012, the number of people using the tube and busses increased dramatically. To help visitors and residents navigate the city's transport network in these unusual times, Transport for London (TfL) had recruited around 3000 'Travel Ambassadors' from their office staff. These volunteers were trained and licensed to help and complement full-time operational staff in Underground stations, at bus stations, and other hot spots during the event. This is a concept which we call 'operational flexibility' - using trained and briefed staff in a different capacity when required during a crisis, emergency, or other disruptive events. Other examples of this concept could be using marketing, finance, or project-management staff to answer phones when a crisis causes increased inbound call volumes or using waiters to deliver food locally when the restaurant can't cater to patrons on-site. Sounds great, but would that work for [...]

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