workshop - drie ottawa€¦ · 04/06/2014 · bcm issues, causes and effects (brainstorming) ......
TRANSCRIPT
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Workshop
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BCM issues, causes and effects (brainstorming)
Simulation exercises
How can it be run on a tight budget?
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Depends on the perspective Company employees
Board
Regulators, Auditors
Shareholders
BCM professionals
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BCM / DR has insufficient authority and resources
BCM is sliding on corporate priority list / It is getting increasingly difficult to keep executive support
New hires / promotes among management are not aware of / don't support BCM
BCM Professionals are in a career limbo
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Consider the impacts (effects) of the BCM issues from the following perspectives:
Impact on BCM professionals
Impact on the Team / Department
Impact on the Organization
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Pushing wet spaghetti uphill
Inability to meet objectives
Low / no budget
Downsizing pressures
Inadequate preparedness
Other impacts:
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Consider the triggers / root causes which bring about the BCM issues from the following perspectives:
Technical
Organizational
Personal
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No powerful executive sponsor
“It won’t happen to us” mentality
BCM perceived as not critical, “make work” function
Driven by regulation, not by necessity/ preparedness
Other Causes:
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What could / would help to address / mitigate / eliminate the issues?
( Addressing the issue by eliminating the root cause / impacts)
Effective (must address the issues)
Practical (fit the organizational culture)
Affordable (cost, time, scope)
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Flight Simulators are used
by pilots to gain needed
skills, competency and
confidence in a safe
environment.
This invaluable
experience prepares
pilots to operate
confidently, avoid costly
mistakes, and save lives in
real flights.
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Experiential (not just a theory), but non-threatening
Engaging, emotional, and interactive
Realistic and plausible (scenario and all injects)
Improve the decision-making capacity of the CMT
Instill confidence in stakeholders (e.g., the Board, auditors)
Demonstrate value of the BCM program
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CMT SIM
Executives / management (no
role playing)
Jack-and-Jill of all trades (role
playing)
Responsible for managing the
crisis
Responsible for realistic
simulation
Don’t know the scenario
(surprise elements)
Know the scenario
Receive and respond to injects Feeds various injects to the
CMT
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Experience is built on many small experiences
Each inject must add to credibility
Emotion is a two-way street – be emotional!
Keep everyone busy
Chain the execs to conference calls
Have a plan for non-attending execs (alternates / backups)
Don’t overwhelm: know when to slow down / skip elements
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Use simple language (e.g., red flag vs. blue flag)
Set the ground rules (do’s and don’ts)
Use real time only (time shifting is confusing)
Begin the game with a shocker (e.g., breaking news)
Escalate with injects (monitor temperature)
End with a partial resolution (e.g., hostages have been freed, fire has been put out, etc.)
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Framework
Exercise objectives
Clear principles for team structure (CMT & SIM)
Practical method (know-how) for handling crises
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Create a plausible scenario
Choose incident
Develop a storyline
Scripting
Develop injects
Phone
Walk-ins
Fax
Hand-outs
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Infrastructure
Phones
Network
Screen, projector, TV
Laptops / desktops
Notification system
Bulletin board system
Command centre supplies
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Video feeds
Scripting
Hire actors
Acting (green screen)
Location scenes
Background footage
Compilation / editing
Voice-over
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SIM Team
Recruit
Train
Rehearse
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CMT Handouts
Plan for each role
CMT workshop
What to expect
How to use technology
Instil confidence
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Crisis Management Framework
Plans and safeguards
Scenario (plausible, manageable, relevant)
Planning Team (3-5 people)
Simulation Team (10-15 people)
Exercise Infrastructure (telecom, audio-visual, etc)
Injects (phone, walk-in, handouts)
Videos feeds
Stationaries (easels, markers, etc.)
Cross-functional support and expertise
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Stakeholder expectations
Experience & benchmarking
What is your strategy?
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Useful and necessary
Theoretical preparation
Role distribution, walk-through procedures, etc.
Esp. for first-timers / less mature program
Law of Diminishing Marginal Utility
Value of a glass of water to a thirsty person
Knowledge is marginally enhanced, no experience is gained
Getting boring / backfire potential
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Jump-start Crisis Management Program (Strategic Level Initiative)
Enhance BCM profile
Gain resources and funding
Receive real support from executives
Improve crisis preparedness (safeguard reputation)
Effective, Practical, Affordable?
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External Assisted Internal
(Let the expert do it) (Do it together with an
expert)
(Do it yourself)
Pros: the safest
option - predictable
outcome, fast delivery,
reasonable cost
Pros: less risky than
“do it yourself”,
moderate flexibility
Pros: most flexible,
most rewarding
Cons: difficult to find
good vendor, limited
scenarios
Cons: potential for
creeping scope, time
and cost
Cons: requires skills,
experience, time and
resources
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Build Rent
Costly Affordable
Time-consuming (8-10 months) 4-5 weeks - customize/implement
Requires multi-competencies /
skills
No additional competencies
Requires cross-functional
resources / power
Minimal resources are required
Project-creep (scope, time, cost) No creep (customizable package)
Unpredictable outcome (risk) Risk free solution
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Simulations are available in the market
Vendor selection is critical
Some “simulations” are nothing more than enhanced table-tops
Remember the features of a good simulation
Ask for a demonstration of their product
Tried-and-true product
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Thank you!
Edward Manukian
President / CEO, CoDimensions Inc.
1 Yonge Street, suite 1801
Toronto, Ontario M5E 1W7
Direct Line: 647-270-2570
For more information visit our web
site: www.codimensions.com
Or email: [email protected]
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