An Australian study published in 2004, showed that a quarter of major crises cost over $100 million, and more than one in four of the local organizations at the center of the crisis did not survive the event. Whatever the triggering event, virtually nothing damages organizational reputation and financial performance more rapidly and more deeply than the impact of a major crisis. In order to secure optimal protection against crises, organizations need to establish four key foundation strengths: 1. effective processes for identifying issues and problems early, 2. open channels for upward communication, 3. systematic learning from past issues and crises, and 4. integration of issue management and crisis prevention with strategic planning. Few major business sectors outside financial services are more vulnerable to loss of reputation and customer confidence, which adversely affect organizational success. That fact alone should be reason enough to accelerate the move from conventional crisis response to strategic crisis prevention.
FinanciaL markeTs Long before the global ThE INsTITuTE For CrIsIs MANAgEMENT (ICM) in Louisville, Kentucky1 has monitored financial crisis, the international media coverage of business crises since 1990 and their annual reports show that finance sector was banking has been listed among the top 10 most crisis-prone business sectors for each of the past 10 years, closely followed by securities brokers and consistently one of the dealers and then by insurance. Moreover, the ICM data also shows that the most crisis-prone areas most common categories of crises are not high- profile casualty accidents, environmental incidents of business. Yet many and natural catastrophes, but white-collar crime, mismanagement, class action legal suits and organisations have labour disputes. At the same time, an Australian study published failed to recognise and in 20042 showed that a quarter of major crises cost over $100 million, and more than one in four of the implement the emerging local organisations at the center of the crisis did not survive the event. Given this background, it is surprising how concept of strategic many Australian organisations continue to delegate responsibility for crisis management to middle crisis prevention instead managers in operational functions such as: corporate security; environment, health and safety; or public of just conventional affairs. While such functions have important roles, their principal focus is putting systems in place to crisis response. respond to a crisis when it occurs rather than helping to prevent a crisis from happening in the first place. Financial risk management is also a well- established discipline, which makes an essential contribution to crisis prevention. But it typically does not fully address the broader range of risks that face any organisation, such as reputational and societal Dr ToNy JAquEs is Principal and Director of Issue Outcomes P/L, a Melbourne-based specialist in issues and crisis management and risk communication. firstname.lastname@example.org 46 I N F I N A N C E m a r c h 2010 The magazine for Finsia members FinanciaL markeTs for just over half of all crises that strike organisations of all sizes, while employees are credited with sparking 29%
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