The level of crisis management
is certainly related to the soundness of the crisis management system, but the basic premise is to have a sound concept of crisis management.
According to some references in the industry, combined with the author's years of practice, the crisis management concept is summarized as the following 6C:
The goal of crisis management is not only to "protect the company
from losses", but "to develop in a crisis"
Many companies regard crisis management and business development as a pair of contradictions. They believe that crisis management must hinder business development, and business development must exclude crisis management. As a result, crisis management and business development have been separated, forming a "two skins." Crisis management agencies often do not consider their possible impact on business development when formulating rules and regulations; while business departments expand blindly when they open up their business, regardless of the crisis.
Comprehensiveness can be summarized into three "guarantees", that is, first of all, to ensure that corporate crisis management goals are consistent with business development goals; second, to ensure that corporate crisis management can cover all crises in all businesses and all links, that is, all crises The third is to ensure that crisis management can identify all crises facing the enterprise.
Second, the consistency of values (CONSISTENT VALUES)
Crisis management has its own ways. The "Dao" of crisis management is rooted in the values and social responsibility of the company, and the foundation for the company to gain social respect. Crisis management is the operation technique and method of crisis management, which needs to be mastered through learning and training.
The "path" of crisis management is the outline of the "technique" of corporate crisis.
Fundamentally, the crisis is by its very nature unpredictable. After the Tylenol poisoning incident, when someone asked how the then CEO of Johnson & Johnson, Burke, responded to the crisis, he answered: I don't Think the crisis is ready. How to deal with the crisis is embedded in the value system of the enterprise.
In 1982, after the Tylenol poisoning incident, Burke was clear that only the company's culture, the core company values and philosophy can make the company out of this crisis. At the time, after the crisis, Burke met with the crisis management team every day And each group member has a company creed on his case.
The first paragraph of Johnson & Johnson's credo is: "Our first responsibility is for medical staff, patients, mothers, and all other users of our products and services."
It is this creed that has led Johnson & Johnson to a difficult situation.
An effective crisis management system is an organic system composed of different subsystems, such as information systems, communication systems, decision-making systems, command systems, logistics support systems, and property support systems. Therefore, the effectiveness of enterprise crisis management depends not only on the crisis management system itself, but also on the integrity and effective operation of the various subsystems it contains. Failure of any one subsystem may lead to the failure of the entire crisis management system. If the president of a company reads the news while eating breakfast and knows that the crisis is approaching, perhaps the rich lunch has been painfully lost. Similarly, without strong financial support, can Johnson & Johnson invest hundreds of millions of dollars to recover medicines and defeat the Tylenol poisoning crisis?
The essence of centralization is to establish a crisis management organization with clear responsibilities and clear powers and responsibilities within the enterprise. Because a clear division of responsibilities is a prerequisite to ensure the effective operation of the crisis management system. At the same time, enterprises should ensure that crisis management institutions are highly authoritative and free from external factors as much as possible in order to maintain their objectivity and impartiality.
The centralized management of crisis is conducive to grasping all the crises facing the enterprise as a whole, so as to unify the crisis strategy with the business strategy.
When a crisis happens, people need someone to stand up and lead. People need instructions and orders. Tell me what happened and tell me what to do.
But it is worth noting that in order to improve the efficiency and level of crisis management, different departments should be responsible for crisis in different areas, that is, decentralized management of the crisis. The decentralized management of the crisis will help all relevant departments to concentrate their efforts on controlling various types of crisis. However, different crisis management departments should ultimately report directly to the senior CRO, that is, to achieve centralized management of the crisis.
In a sense, the launch of a crisis strategy depends to a large extent on the availability of sufficient information. And whether the crisis strategy can be correctly implemented depends on whether there is a sufficient information communication channel within the enterprise. If the information transmission channel is not smooth, the executive department is likely to misinterpret the above intentions and then conduct behaviors contrary to the crisis strategy.
Effective information communication can ensure that all staff can fully understand their job responsibilities and responsibilities, and ensure that relevant information can be passed to the appropriate staff, so that all aspects of crisis management can operate normally. The smooth flow of information within an enterprise depends to a large extent on the integrity of its information system. Therefore, enterprises should strengthen the information construction of crisis management. It is fatal to conceal, delay, or even fail to report for any reason. Coca-Cola was able to contact the president within hours of the crisis, whether he was conducting high-level negotiations or vacationing in the Caribbean.
Crisis management should not only draw on successful experiences, but also make bold innovations based on the actual situation of the crisis, especially with the help of new technologies, new information and new thinking. Don't stick to the rules and stand still.