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Crisis Communications
Abnormal and unstable
situation that threatens
the organisation’s strategic
objectives, reputation, or
viability.
Often protracted and
widespread, with a highly
ambiguous and complex
path to resolution. May
result from a combination
of “incidents.”
Abnormal event of
significant severity to the
organisation that may
cause disruption and could
lead to a crisis.
Often lengthy in duration
or widespread, with a
higher impact and a more
complicated resolution
path than an “issue.”
CRISIS MANAGEMENT
A crisis can be a result of issues or
incidents that may be ignored or
unforeseen events with a potential
to harm the business objectives. In
either of the scenario, an
organisation should be prepared
to deal with the eventualities
What is Crisis BS 11200 states
Abnormal event of low
severity to the
organisation that may
cause loss or disruption
and could lead to an
incident.
Often brief or isolated in
nature, with a low impact
and a clear resolution
path.
Issue Incident Crisis
What qualifies as a Crisis Crisis Management Life-cycle
Readiness Response Recovery
Simulation
Post-Crisis
Assessment
Strategic Risk/
Crisis Management
Planning
Real-Time
Response
CRISIS
TRIGGER*
Post-Crisis
Response
How prepared are you?
A crisis management
capability should be
strategically directed from
the top of an organisation
and implemented through
a crisis management
framework.
Training and exercising
should encourage
individuals to ask reflective
and searching questions
about the organisation’s
readiness.
Effective crisis
management requires
the ability to analyse
situations, set strategy,
determine options, make
decisions, and evaluate
impact.
Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does
not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms.
This material is prepared by Deloitte Touche Tohmatsu India LLP (DTTILLP). This material (including any information contained in it) is intended to provide general information on a particular subject(s) and is not an exhaustive treatment of such subject(s) or a substitute to obtaining professional services or
advice. This material may contain information sourced from publicly available information or other third party sources. DTTILLP does not independently verify any such sources and is not responsible for any loss whatsoever caused due to reliance placed on information sourced from such sources. None of
DTTILLP, Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this material, rendering any kind of investment, legal or other professional advice or services. You should seek specific advice of the relevant professional(s) for these kind
of services. This material or information is not intended to be relied upon as the sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or business, you should consult a qualified professional adviser.
No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person or entity by reason of access to, use of or reliance on, this material. By using this material or any information contained in it, the user accepts this entire notice and terms of use.
©2021 Deloitte Touche Tohmatsu India LLP. Member of Deloitte Touche Tohmatsu Limited
CRISIS MANAGEMENT
Event
identification and
categorisation
aims at enlisting
the events and
all/most possible
scenarios on
severity and
priority
Likelihood
Severity
Q2
15
19
4
8 5
6
7 2
9
Q1
Q3 Q4
1
3
R - Responsible for implementation
A - Accountable or decision maker
C - Consulted
I - Informed
Learn and act
4
Process upgrade:
Learnings from the events is
incorporated to strengthen or
modify the process which caused
the occurrence of event
Training and development
Design and conduct a series of skill-
building trainings to foster a
culture of crisis preparedness and
nurture proactive thinking and
planning.
3
Development of Crisis
Management Framework
Governance
Crisis definition standardisation
Response Protocol
Roles & Responsibilities
Crisis Management Team
Execution Engine
2 Developing RACI chart
1 Event identification and categorisation
Understand the risk
landscape of the client
Build Playbooks to act
as guideline
Prepare Crisis
Management Framework
Learn, rebuild and emerge
stronger
Identify
scenarios
Develop
and deliver Playbook
Crisis Management
Framework
New
Normal
Assess current crisis management
practices
Responsibilities
Ensure
business continuity
Current
State
Stakeholders
identification
Interview stakeholders Communication Guidelines to recover Learn/Train Emerge stronger
Future State
What we offer
Rohit Mahajan
President – Risk Advisory
Deloitte India
rmahajan@deloitte.com
Events
Contact
Guidelines
to respond
Vishal Jain
Partner
jainvishal@deloitte.com

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Understanding a Crisis

  • 1. Crisis Communications Abnormal and unstable situation that threatens the organisation’s strategic objectives, reputation, or viability. Often protracted and widespread, with a highly ambiguous and complex path to resolution. May result from a combination of “incidents.” Abnormal event of significant severity to the organisation that may cause disruption and could lead to a crisis. Often lengthy in duration or widespread, with a higher impact and a more complicated resolution path than an “issue.” CRISIS MANAGEMENT A crisis can be a result of issues or incidents that may be ignored or unforeseen events with a potential to harm the business objectives. In either of the scenario, an organisation should be prepared to deal with the eventualities What is Crisis BS 11200 states Abnormal event of low severity to the organisation that may cause loss or disruption and could lead to an incident. Often brief or isolated in nature, with a low impact and a clear resolution path. Issue Incident Crisis What qualifies as a Crisis Crisis Management Life-cycle Readiness Response Recovery Simulation Post-Crisis Assessment Strategic Risk/ Crisis Management Planning Real-Time Response CRISIS TRIGGER* Post-Crisis Response How prepared are you? A crisis management capability should be strategically directed from the top of an organisation and implemented through a crisis management framework. Training and exercising should encourage individuals to ask reflective and searching questions about the organisation’s readiness. Effective crisis management requires the ability to analyse situations, set strategy, determine options, make decisions, and evaluate impact.
  • 2. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a more detailed description of DTTL and its member firms. This material is prepared by Deloitte Touche Tohmatsu India LLP (DTTILLP). This material (including any information contained in it) is intended to provide general information on a particular subject(s) and is not an exhaustive treatment of such subject(s) or a substitute to obtaining professional services or advice. This material may contain information sourced from publicly available information or other third party sources. DTTILLP does not independently verify any such sources and is not responsible for any loss whatsoever caused due to reliance placed on information sourced from such sources. None of DTTILLP, Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte Network”) is, by means of this material, rendering any kind of investment, legal or other professional advice or services. You should seek specific advice of the relevant professional(s) for these kind of services. This material or information is not intended to be relied upon as the sole basis for any decision which may affect you or your business. Before making any decision or taking any action that might affect your personal finances or business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person or entity by reason of access to, use of or reliance on, this material. By using this material or any information contained in it, the user accepts this entire notice and terms of use. ©2021 Deloitte Touche Tohmatsu India LLP. Member of Deloitte Touche Tohmatsu Limited CRISIS MANAGEMENT Event identification and categorisation aims at enlisting the events and all/most possible scenarios on severity and priority Likelihood Severity Q2 15 19 4 8 5 6 7 2 9 Q1 Q3 Q4 1 3 R - Responsible for implementation A - Accountable or decision maker C - Consulted I - Informed Learn and act 4 Process upgrade: Learnings from the events is incorporated to strengthen or modify the process which caused the occurrence of event Training and development Design and conduct a series of skill- building trainings to foster a culture of crisis preparedness and nurture proactive thinking and planning. 3 Development of Crisis Management Framework Governance Crisis definition standardisation Response Protocol Roles & Responsibilities Crisis Management Team Execution Engine 2 Developing RACI chart 1 Event identification and categorisation Understand the risk landscape of the client Build Playbooks to act as guideline Prepare Crisis Management Framework Learn, rebuild and emerge stronger Identify scenarios Develop and deliver Playbook Crisis Management Framework New Normal Assess current crisis management practices Responsibilities Ensure business continuity Current State Stakeholders identification Interview stakeholders Communication Guidelines to recover Learn/Train Emerge stronger Future State What we offer Rohit Mahajan President – Risk Advisory Deloitte India rmahajan@deloitte.com Events Contact Guidelines to respond Vishal Jain Partner jainvishal@deloitte.com