Issues Management In The Digital Age
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The document discusses issues management in the digital age, covering how issues are evolving and the importance of planning and managing them for companies and governments. It highlights the various types of issues that can arise, the role of social media in amplifying these issues, and how organizations can identify, assess, and respond effectively. Key strategies include stakeholder engagement, reputation management, and maintaining transparency to navigate potential crises.
Issues Management In The Digital Age
- 1. BANGKOK | November 2014 ISSUES MANAGEMENT IN THE DIGITAL AGE CPC& Charlie Pownall | CPC & Associates
- 2. © 2015 CPC & Associates Ltd. All rights reserved 2 CPC&
- 3. The activity of thinking about problems that might affect companies, government or consumers and then planning ways to solve them. What is ‘issues management’? Source: Cambridge Dictionary © 2015 CPC & Associates Ltd. All rights reserved 3 CPC&
- 4. Issues versus crises • Political pressure • Regulatory changes • Religious/cultural/political controversies • Societal outrage • Cyber attacks • Health scares • Hostile takeover bids • Natural disasters • Political unrest • Sabotage & extortion • Corporate/strategic failure • Corporate governance failure • Fraud/malpractice • Poor employee behaviour • CEO dismissal • Employee injuries/death • Industrial disputes • IT system failures • Product quality recalls EXTERNALINTERNAL ISSUE CRISIS © 2015 CPC & Associates Ltd. All rights reserved 4 CPC&
- 5. What we’ll cover today • How issues are changing • How to identify, assess & plan for issues • How to manage issues © 2015 CPC & Associates Ltd. All rights reserved 5 CPC&
- 6. • Evolving expectations, volatile behaviours • Broader range of risks & vulnerabilities • Threats escalate faster & travel more widely • More voices, opinion-formers, channels • Demands on openness & accountability • Pressure to respond immediately & openly Reputation today © 2015 CPC & Associates Ltd. All rights reserved 6 CPC&
- 7. The role of social mediaRisk focus of boards Source: EIU, Clifford Chance - 2014© 2015 CPC & Associates Ltd. All rights reserved 7 CPC&
- 8. The role of social mediaImpact of issues/crises Source: EIU, Clifford Chance - 2014© 2015 CPC & Associates Ltd. All rights reserved 8 CPC&
- 9. The role of social mediaIncidents of concern to boards Source: EIU, Clifford Chance - 2014© 2015 CPC & Associates Ltd. All rights reserved 9 CPC&
- 10. The role of social mediaRole of social media IGNITE AMPLIFY SUSTAIN © 2015 CPC & Associates Ltd. All rights reserved 10 CPC&
- 11. What we’ll cover today • How issues are changing • How to identify, assess & plan for issues • How to manage issues © 2015 CPC & Associates Ltd. All rights reserved 11 CPC&
- 12. Identify stakeholders Customers Employees Investors NGOs Suppliers Media Government Civil groups © 2015 CPC & Associates Ltd. All rights reserved 12 CPC&
- 13. STRATEGIC SOCIETAL TECHNOLOGICAL OPERATIONAL BEHAVIOURAL LEGAL FINANCIAL Identify threats © 2015 CPC & Associates Ltd. All rights reserved 13 CPC&
- 14. Listen to online discussions Source: Crimson Hexagon© 2015 CPC & Associates Ltd. All rights reserved 14 CPC&
- 15. Source: Salter Baxter Identify opinion-formers © 2015 CPC & Associates Ltd. All rights reserved 15 CPC&
- 16. MODERATE High likelihood, low impact SEVERE High likelihood, high impact LOW Low likelihood, low impact HIGH Low likelihood, high impact -LIKELIHOOD+ - IMPACT + Prioritise threats © 2015 CPC & Associates Ltd. All rights reserved 16 CPC&
- 17. 2. Listen to audiences Critical • Extensive breach of customer data • Kidnapping of an employee • Major damage to a firm’s physical assets during an earthquake or terrorist operation Severe • Allegations of corruption amongst a firm’s senior leadership • External leak about serious and unexplained injuries to employees at work • Threat of legal action by a major investor over the accuracy of a firm’s financial statements Significant • Escalating allegations of use of child labor amongst a company’s suppliers • Community protests about local environmental damage • Campaign by a global NGO to boycott a company’s products Moderate • An escalating online rumor about a controversial product ingredient • A public complaint about a faulty product by a celebrity customer • A backlash to an unexpected price increase or brand marketing campaign Low • Known though uncontroversial concerns about a product circulating online • Negative online feedback to a media article on employee compensation • A one-off complaint on Facebook by a customer about poor quality product packaging Categorise threats © 2015 CPC & Associates Ltd. All rights reserved 17 CPC&
- 18. • Reputation management system • Transparency strategy • Stakeholder engagement Strengthen foundations © 2015 CPC & Associates Ltd. All rights reserved 18 CPC&
- 19. Reputation management system • Listening • Governance • Policies & protocols • Resources • Training • Tools © 2015 CPC & Associates Ltd. All rights reserved 19 CPC&
- 20. Online listening © 2015 CPC & Associates Ltd. All rights reserved 20 CPC&
- 21. Online response protocol © 2015 CPC & Associates Ltd. All rights reserved 21 CPC&
- 22. Transparency strategy • Strategic • Operational • Technological © 2015 CPC & Associates Ltd. All rights reserved 22 CPC&
- 23. © 2015 CPC & Associates Ltd. All rights reserved 23 CPC&
- 24. © 2015 CPC & Associates Ltd. All rights reserved 24 CPC&
- 25. RESPOND CO-OPERATE MONITOR ENGAGE -WILLINGNESSTOCO-OPERATE+ - INFLUENCE + Stakeholder engagement strategy © 2015 CPC & Associates Ltd. All rights reserved 25 CPC&
- 26. © 2015 CPC & Associates Ltd. All rights reserved 26 CPC&
- 27. © 2015 CPC & Associates Ltd. All rights reserved 27 CPC&
- 28. © 2015 CPC & Associates Ltd. All rights reserved 28 CPC&
- 29. © 2015 CPC & Associates Ltd. All rights reserved 29 CPC&
- 30. © 2015 CPC & Associates Ltd. All rights reserved 30 CPC&
- 31. © 2015 CPC & Associates Ltd. All rights reserved 31 CPC&
- 32. What we’ll cover today • How issues are changing • How to identify, assess & plan for issues • How to manage issues © 2015 CPC & Associates Ltd. All rights reserved 32 CPC&
- 33. Act © 2015 CPC & Associates Ltd. All rights reserved 33 CPC&
- 34. Explain © 2015 CPC & Associates Ltd. All rights reserved 34 CPC&
- 35. Correct © 2015 CPC & Associates Ltd. All rights reserved 35 CPC&
- 36. Direct © 2015 CPC & Associates Ltd. All rights reserved 36 CPC&
- 37. Collaborate © 2015 CPC & Associates Ltd. All rights reserved 37 CPC&
- 39. 39charliepownall.com© 2015 CPC & Associates Ltd. All rights reserved THANK YOU. @cpownall +44 20 3856 3599 cp@charliepownall charliepownall.com
Editor's Notes
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