News (2006)

12 December 2006 - Communication 2006: International Best Practices, Mumbai

Media-induced Crisis Simulation

8 December 2006 - India Chapter: International Association of Business Communicators, Bangalore

Media-induced Crisis Simulation

2-3 October 2006 Singapore & 5-6 October 2006 Bangkok Pacific Conference

Blood on the boardroom floor - a tour de force around the jungles of asia

The reality is that the game of business is played in a jungle and not on a playground. Thus the rules of the jungle prevail.

• Tales tall and true in the game of business snakes and ladders - what the best companies do (and don't!) from a Crisis Practitioner's perspective
• Lessons learnt and relearned in auditing the Titanic: predicting rain doesn't count; building arks does
• Riding the Tiger - the fall of Crisis Management and the rise of Crisis Leadership - developing and implementing strategy under pressure
• The Corporate Eskimo Roll – how the best Management Teams multi-task, using plenary sessions and timeouts to achieve team and time discipline.
• Strategies for when it hits the fan in the nine crises of business; cash flow, industrial relations, public perception, top management succession, hostile takeover, sudden market shift or product failure, adverse international event, regulation and deregulation
• Silence or counter-attack in the court of public opinion - Communicating in the Golden Hour and Beyond; the Real 60 Minutes

Crisis communications simulation

In this fast moving session conference participants will be grouped as Corporate Communications Support Teams supporting the Crisis Team in the Boardroom in response to a simulated media induced crisis. In an era when anyone can be a blogger and every crisis has an internet dimension this activity will equip participants with the skills and attitude to regain control by responding to the media covering the event or issue and by seeking to retain the messaging initiative.

• Activating the virtual press office with prepackaged media to go
• Monitoring, analyzing and responding to media coverage
• Treating the media not as a threat but as a resource to be exploited
• Techniques for telephone response and interfacing with the Call Centre
• Turning the camera on in people's minds by preparing spokespersons for first and subsequent contact with the media.

4-5 September 2006 – Marcus Evans 3rd Annual Business Continuity Forum - Singapore

Answers to all of the questions you were afraid to ask when it comes to bc testing

In this session our Crisis Practitioner will assist you to uncover the mysteries of walk-throughs, talk-throughs, and simulations.

• Should the scenario be kept close-hold?
• How long should an exercise be and how frequently they should take place? Does out-of-hours add any benefit?
• Does the Management Team need to be physically together and how you test deputies and alternates?
• What is the benefit of live IT and Emergency Response drills and what are the benefits of desktops without role play?
• What is the value of a multilevel exercise compared with a single level exercise and should 3rd parties or regulators be involved?
• What is the output of BC and crisis exercises and should they always end with success?
• How do you test governance and how often should the Board be involved?
• How do you measure performance and what is the best use of observers?

• Download Presentation Text

Business continuity simulation in a crisis settting

The Corporate Eskimo Roll

• Benchmark your own skills with fellow delegates by participating in a conference simulation.
• In this fast moving session conference participants will work as industry aligned Management Teams to develop and implement Business Continuity, financial and legal liability and reputation strategy under pressure.
• We will step through a scenario requiring each Management Team to find and check the facts, identify stakeholders and prioritize issues, brainstorm potential strategies and develop a path way to the future.
• We will show how the best Management Teams multi-task, using plenary sessions and timeouts to achieve team and time discipline.

1 June 2006 – Australian Public Relations & Corporate Communications Summit – Sydney

Silence or counter-attack in the court of public opinion

The Art of Developing and Implementing Reputation Strategy under Pressure

• What is strategy? Treating the media not as a threat, but as a resource to be exploited.
• Responding to media covering the event or issue and retaining the messaging initiative.
• Strategies for when it hits the fan in the nine crises of business; cash flow, industrial relations, public perception, top management succession, hostile takeover, sudden market shift or product failure, adverse international event, regulation and deregulation
• The virtual press office and prepackaged media-to-go containing rational and emotional releasable information for hotlines and headlines.
• Turning the camera on in people's minds and getting the best performance from PR consultants.

26 April 2006 – Measuring and Managing Corporate Reputation, Melbourne

Hotlines and headlines

The Art of Developing and Implementing Reputation Strategy under Pressure
This workshop will provide participants with a benchmarking experience of what Media Support Teams do in some of the best companies. After an initial tutorial, participants will work as a team in response to a simulated media induced crisis.
In an era when anyone can be a blogger and every crisis has an internet dimension this activity will equip participants with the skills and attitude to regain control by responding to the media covering the event or issue and by seeking to retain the messaging initiative.

• Activating the virtual press office with prepackaged media to go on Q&A, fast facts, file footage and dark websites.
• Monitoring, analyzing and responding to media coverage particularly on sensitive issues with rationale and emotional releasable information.
• Treating the media not as a threat but as a resource to be exploited - silence or counter-attack in the court of public opinion.
• Techniques for telephone response and interfacing with the Call Centre.
• Turning the camera on in people's minds by preparing spokespersons for first and subsequent contact with the media.
• Getting the best performance from PR consultants and when to use them.