When the $!@# hits the Fan - Bryan Strawser - Bryghtpath LLC - for PMI Minnesota - November 2015

WhathappenswhentheS&^%hitsthefaninyourbusiness?

BryanStrawser,PMP,PgMP,PfMPPrincipalConsultant&CEO,BryghtpathLLC

2

NewYorkTimes– April2013

6

IndiaTimes– April2013

DataBreaches

Company Impacted People

SonyPictures 6,000

SallyBeauty 25,000

NeimanMarcus 1,100,000

Michaels Stores 3,000,000

Community HealthSystems 4,500,000

PFChang’s 7,000,000

HomeDepot 56,000,000

Target 70,000,000

JPMorgan 76,000,000

Anthem 80,000,000

eBay 145,000,000

9

TheLast36Months

Copyright©2015byBryghtpath LLC|bryghtpath.com |+1-612-235-6435|[email protected]

11

12

13

14

15

17

18

19

CaseStudy:HurricaneSandy(2012)

20

HurricaneSandyTimeline

21

October– November2012

Copyright©2015byBryghtpathLLC|bryghtpath.com |+1-612-235-6435|[email protected]

October24th

• Firstwarningsareissued

October29th

• StormmakeslandfallinNewJersey

October30th

• Stormfadesaway

22

23

CrisisManagementasaCompetitiveAdvantage

24

Source:2012HurricaneSandyRILASurvey


0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

10/29 10/30 10/31 11/1 11/2 11/3

Target(195) Sears/K-Mart(236) Macy's(200) Walmart(294) BestBuy(125)

ProgramManagementLifecycle

25

ProjectManagementInstitute:TheStandardforProgramManagement


ReputationImpactofaCrisis

26

HurricaneSandy- 2012


InternationalBusinessTimes–11/3

CrisisLeadership

27

Leadingyourcompanythroughacrisis


• Clearrolesandresponsibilities• Decisionmakingrightspre-defined• Singlesourceoftruthforexecutive&boardcommunication

• Communicationproducts/messages• Cross-functionalcoordination

CrisisLeadership

28

Characteristicsofastrongcrisisleader


• Cross-FunctionalLeadership– Leadup(vertically)– Leadacross(horizontally)

• Bebothstrategicandtactical– Strategic:Seetheentirebusinessandexternalinfluences– Tactical:Bewillingtoworkonreallysimpleprocesseswhereneeded

• Understandsthatsuccessneverhappenswithinasilo• Doesn’ttrytoget“fancy”• Canpivotinamoment• Possessesextraordinarysituationalawareness

ArabSpring- 2011

29

Cairo,Egypt


30

CrisisCommunications

31

Sendingoutapressreleaseisn’tgoingtocutit


• You’llonlygetonechancetomessagethingswithyourversionofthestory– don’tpassupthisopportunity!

• Slow,methodicalPRplanningwillnotsuffice–communicationsmustbenimble.

• Honesty– spinisok,butbehonest.

• Culturalcontextiscritical.

32

33

HowtoLeadduringacrisis

34

EricMcNulty,HarvardBusinessReview,December2013


• Ensurecertaintyaboutdecisionmakingandstrategicmessaging

• UnderstandStakeholders– Mapoutyourstakeholders– Understandeachhasuniqueneedsforinformationandreassurance

– Developstoryarcsforeach

• Understandthatthecrisiswillevolveovertime

35

CaseStudy:India– GeneralStrike

36

Twomajorstrikesin2010


Planning&Preparedness

37

Routinev.Novel


• Don’tgetfancyatfirst– Howwilltheteam“activate”andsharethattheyareactivelymanagingasituation?

– Howwilltheyprovideupdates?– Whatdecisionswillbeescalatedtoexecutives?

• Thengetfancy– Whatcoulddisruptourbusiness?– Prioritizetheseriskswithexecutives– Planforkeyrisks

• REMEMBER:Youcannotplanforeverything• Havingaframeworkismoreimportantthanhavingaplanforeverysinglepossibility

CrisisManagementFramework

38

SituationalAwareness


ExecutiveCrisisTeam(C-Suite&CEODirects)

Cross-FunctionalCrisisTeam(Business lines&support teams)

CrisisManagementTeam

StrategicDecisionMaking

DaytodayoperationsRecommendations toExecutives

HorizontalCommunication

SubjectmatterexpertsSituationalawarenessupstream

Full-time/volunteer

ProjectManagementOrganization

39

Similartoleadingacrisissituationasanincidentleader


40

CaseStudy:Earthquake&Tsunami– Sendai,Japan(2011)

CrisisManagementFramework

41



RoutineIncidentHOLYS$@!

Whatjusthappened?!

Protocols&ProcessesIncidentSpecificPlansPreparednessSteps

SituationalAwarenessCollaborativecross-functionaldiscussion

StrategicviewFrameworkfor

collaborativedecisionmaking&communication

CrisisLeadership

42



• What’shappening?• Whatdoweknowaboutit?• Whatimpactisithavingonourbusiness?• Whatdon’tweknowwhatweneedtoknow?

43

44

• Allplansshouldbeexercisedatleastannually:– Notification– TableTop– Recovery– Fullyintegrated

• DisasterRecovery– TestingDRplansandstrategies

• Definedprocessforcapturinglessonslearnedandapplyingtoplansandstrategies

45

Exercise,Testing,&MaturingHowwillIexerciseandtestmyplans? Basedonthoseresults,howwillIimprove?


PracticalAdvice

46

TheSimpleThings


• Work/Business– Clearroles&responsibilities– Establishdecisionmakingrights– Howwillyoucommunicate?– SituationalAwareness

• Personal– BeInformed– MakeaPlan– BuildaKit– Visitready.gov formorepracticaladvice

ContactInformation

ContactBryan:BryanStrawserPrincipalConsultant&CEOPhone: +1-612-235-6435E-Mail: [email protected]: @bryanstrawser

LearnmoreaboutBryghtpathLLCWebsite: www.bryghtpath.comTwitter: @bryghtpathFacebook: /bryghtpathllc

47

Bryghtpath LLC


OurConsultingServicesInclude:BusinessContinuity

Crisis/EmergencyManagementEnterpriseRiskManagementExerciseDesign&FacilitationGlobalIntelligence&SecurityISOTraining&Certification

Project&ProgramManagementTravelRisk&Security

Leadership & Management

When the $!@# hits the Fan - Bryan Strawser - Bryghtpath LLC - for PMI Minnesota - November 2015