CRISIS MANAGEMENT

How prepared are you?

What is Crisis BS 11200 states

A crisis can be a result of issues or A crisis management Training and exercising Effective crisis
incidents that may be ignored or capability should be should encourage management requires
unforeseen events with a potential strategically directed from individuals to ask reflective the ability to analyse
to harm the business objectives. In the top of an organisation and searching questions situations, set strategy,
either of the scenario, an and implemented through about the organisation’s determine options, make
organisation should be prepared a crisis management readiness. decisions, and evaluate
to deal with the eventualities framework. impact.

What qualifies as a Crisis Crisis Management Life-cycle

Readiness Response Recovery

Crisis Communications
Issue Incident Crisis

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.
CRISIS TRIGGER*
Abnormal event of Abnormal and unstable Strategic Risk/ Post-Crisis
significant severity to the situation that threatens Crisis Management Response
organisation that may the organisation’s strategic Planning
cause disruption and could objectives, reputation, or
lead to a crisis. viability.
Real-Time
Often lengthy in duration Often protracted and Response
or widespread, with a widespread, with a highly Post-Crisis
higher impact and a more ambiguous and complex Assessment
complicated resolution path to resolution. May Simulation
path than an “issue.” result from a combination
of “incidents.”
 CRISIS MANAGEMENT

What we offer
Understand the risk Build Playbooks to act Prepare Crisis Learn, rebuild and emerge
landscape of the client as guideline Management Framework stronger

Stakeholders Interview stakeholders Communication Guidelines Guidelines to recover Learn/Train Emerge stronger
identification to respond

Identify Develop Crisis Management New

scenarios and deliver Playbook Framework Normal
Current Future State
State
Assess current crisis management Ensure
Responsibilities
practices business continuity

Development of Crisis
1 Event identification and categorisation 2 Developing RACI chart 3 4 Learn and act
Management Framework

Crisis Management Team Process upgrade:

Q2 Q1 Event
identification and Learnings from the events is
7 6 4 2 3 1 categorisation Roles & Responsibilities incorporated to strengthen or
aims at enlisting modify the process which caused
the events and the occurrence of event
Response Protocol
Severity

all/most possible Training and development

R - Responsible for implementation
scenarios on Design and conduct a series of skill-
15
A - Accountable or decision maker Execution Engine
9 8 5 severity and building trainings to foster a
19 priority C - Consulted culture of crisis preparedness and
Crisis definition standardisation
I - Informed nurture proactive thinking and
Q3 Events
Q4 planning.
Governance
Likelihood

Rohit Mahajan Vishal Jain

President – Risk Advisory Partner
Contact
Deloitte India
rmahajan@deloitte.com jainvishal@deloitte.com

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