Exercising the top team
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Exercising the Top Team. Simon Langdon, Principal Consultant. Objectives. Raise awareness Validate the Crisis Management Plan Confirm: Membership of the Crisis Management Team Roles and Responsibilities Tasks Train members of the Crisis Management Team

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Exercising the top team

Exercising the Top Team

Simon Langdon, Principal Consultant


Objectives

Objectives

  • Raise awareness

  • Validate the Crisis Management Plan

  • Confirm:

    • Membership of the Crisis Management Team

    • Roles and Responsibilities

    • Tasks

  • Train members of the Crisis Management Team

  • Identify any issues that need to be resolved

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What s important

What’s important

  • Understanding the team dynamics

  • The crisis management process

  • Managing the information flow

  • Decision making process

  • Lines of communication – internal and external

Insight Consulting


Exercising the top team

Emergency Teams

Departments

Emergency Teams

Departments

Information

Emergency Teams

Departments

Emergency Teams

Departments

Departments

Crisis Management Process

CRISIS

MANAGEMENT TEAM

Collate

AnalyseAssess ImpactResolve Conflicts of Interest

Action

Media

Status Report

INTERNALDepartments

etc

EXTERNAL

Customers, Suppliers Regulator etc

Brief


Exercising the top team

Framework

The “Executive”

Strategic

Tactical

Crisis Management Team

Corporate

Departmental

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Actions at the meeting

Actions at the Meeting

  • Agenda for the CMT meeting

  • People, Assets and Business Priorities

  • Reporting:

    • Incident Report

    • Status Report

    • Log

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Exercising the top team

Crisis Management

  • What will it take account of?

  • Safety of people

  • Assets

  • Business Priorities

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Outcomes of recent exercise

Outcomes of Recent Exercise

  • Importance of Business as Usual i.e. FM management must protect traders from requests for briefings

  • Major operational business focuses around credit decision issues and how these would impact liquidity and payments

    Communications

  • Importance of reporting chain from the dealers through department to Board

  • Informal lines of communication will continue

  • Consistent message needed concerning liquidity, payments and credits

  • What message to customers – potential damage to reputation

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Decision tree

Decision Tree

  • Identify possible issues

    • i.e. decisions that need to be taken and when

  • Where does authority for these decisions lie now?

  • Does the authority need to be delegated to facilitate a timely response?

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Decision tree1

Liquidity

Credit issues

Payments

What decisions?

Who makes them?

When?

Where do you obtain it?

What information is needed?

Decision Tree

Decisions

Who do you inform of decision – internally and externally?

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Overall requirement

Overall Requirement

  • Straightforward, co-ordinated and documented procedure that can be summarised on a laminated aide-memoire

  • Managers must be made aware of their responsibilities and practised in their implementation

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Process time line

Process - Time Line

Incident

Status Report

Strategy

Incident Report

Golden Hour

Recovery

React

Act

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Keys to success

Keys to Success

  • Good Media Handling

  • Developing an Aide-memoire

  • Communications

  • Timing is crucial

  • Attention to detail versus keeping it simple

  • Added value – working together across industry

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Insight consulting

www.siemens.co.uk/insight

+44 (0)1932 241000

Insight Consulting

Part of Siemens Communications

Security, Compliance and Continuity


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