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Press release: New leadership team paves the way for the future of Lootok

For more than 10 years Lootok has pushed the boundaries of traditional crisis management and business continuity (BC). “I launched Lootok with the singular vision of doing BC differently,” said Lootok CEO, Sean Murphy. “Global volatility and increased competition have escalated the need for companies to prepare for disruptions. While everybody knows that they should have a BC program, nobody wants to do the work. BC is only important when it’s too late, and when an incident does occur, any data and plans that have been collected typically remain untouched.”

Lootok continually confronts these challenges by offering fresh points of view on industry standards and new ways to transform programs to meet today’s highly networked environment. Sean Murphy explains: “I knew that BC was an essential part of business. The negative returns I so often saw were not the result of BC itself, but rather how it was implemented. At that point, I saw a major opportunity in going beyond the cookie-cutter approach and offering something of lasting value.”

With this goal, Lootok based its services on a deep understanding of industry expertise and interdisciplinary sciences.  Why integrate interdisciplinary sciences? It is a simple answer, according to Sean: “We get better results. Through integrating cognitive sciences, gamification, and branding concepts we capture higher-quality data, buy-in at all levels of the organization, and sizable costs savings through self-service and automation.”

2017 marked a reflective period in Lootok’s history, where the company restructured areas of the organization to yield even greater innovation and sharpened its services to Lootok clients. Lootok is excited to announce that there are four changes in its talent pool that set the stage for this evolution. 

New Lootok Leadership Team

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Fresh perspectives: insights

What happens when we’re in a crisis we haven’t seen before, and our experience is insufficient? Such a situation requires us to gain “insight,” or develop new patterns that change the way we understand things and consequently, change the actions we consider. Research psychologist Gary Klein investigated the different ways that people form insights, and the factors that prevent us from having them.

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Fresh perspectives: crisis management team

There are certain challenges that face a crisis management team in the “Golden Hour,” the moment when team members convene to make critical decisions. Research psychologist Gary Klein discusses the need for team members to size up not only the situation, but also each other’s capabilities, roles, and responsibilities at time of event. That’s why it’s key for a crisis management team to regularly practice and train together.

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Fresh perspectives: uncertainty metaphors

How do most organizations handle uncertainty? They gather more information. Research psychologist Gary Klein explains why this isn’t always the best course of action. After all, it’s easy to gather information and sit on it; it’s harder to know how to make sense of events, and make a coherent story based on the data we have.

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Fresh perspectives: recognition-primed decision model

How can leaders make good decisions under the extreme time constraints of a crisis? To find out, research psychologist Gary Klein studied fire fighters to understand their approach to making crucial, complex decisions so quickly. The recognition-primed decision (RPD) process, as he explains, reveals how these professionals assess the situation: they compare familiar patterns and cues to past experiences to know which actions to take.

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Understanding the risk environment: Sean Murphy discusses nonlinear environment with Gary Klein

I had the pleasure to interview Gary Klein the author of “Seeing What Others Don’t,” “Streetlights and Shadows,” “Working Minds,” and “Sources of Power.” His research and experience is invaluable to anyone in the field of risk management. In this interview, Gary talks about the difference between a well-ordered domain (i.e., normal business environment) and complex domain (i.e., crisis environment). Understanding the characteristics and attributes of each environment is critical to understanding what tools, processes, and capabilities needed to be successful in each environment.

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How to create behavioral change for your business continuity program

Major change initiatives like business continuity take time, but many programs are often declared failures and abandoned before they are given a chance to succeed. For this reason, it’s crucial to show immediate signs of success, particularly for programs that are newly initiated or being re-launched. New behaviors also take time to become habitual, so in order for a business continuity management program to be self-sustaining, it must be gradually built and adopted as part of the company culture.

In order to accomplish this, people also need what Fogg calls “triggers.” Triggers can be thought of as a cue, prompt, call to action, or request that leads to a chain of desired behaviors. In other words, as Fogg states, “Triggers tell people to ‘do it now!’”

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