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Crisis management expert, Eric Dezenhall, kicks off the BCI Author Series

The BCI is proud to introduce our first author interview with Eric Dezenhall on April 11th, 8:30-10:30 am, at the Harvard Club in New York City.

From Tiger Woods to Michael Jackson, Eric Dezenhall has been on the front line of high-profile crisis communications and public relations. Come hear his perspective on Trump vs Clinton, BP vs Goldman, fake news and much more. Eric is a world-renowned crisis management and public relationship expert with frequent appearances on NPR, CNN, FOX, CNBC, and MSNBC. He has written for the New York Times, the Wall Street Journal, Business Week, the Los Angeles Times, and USA Today; is a regular contributor to the Daily Beast, Huffington Post and CNBC.com. Learn more about Eric.

Seating limited to 50 seats. Register now!

Eric Dezenhall

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Risky business: Who cares about risk?

Risky business: Who cares about risk?

Welcome back to my series on risk and risk assessments. In my first post I discussed why it is hard to objectively assess risk, and I suggested ways to look at risk more objectively. If you missed it, check out post 1.

This post explores why we need to think about risk in the first place.

Risk is inherent to doing business, and there are only two strategies that organizations can employ when facing risk:

  1. You can accept your risk
  2. You can reduce or eliminate your risk

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Risky business: What is risk?

Risky business: What is risk?

Risk lurks in all facets of daily life. Luckily, many risks are small: like crossing against the light when there are no cars or trying the new, Ethiopian restaurant down the block. Other risks are high: like quitting your job and doubling down on a new start up. Through our experience working with global organizations, we’ve seen it all. 

In spite of the ubiquity of risks, we rarely analyze them objectively. We are all imperfect, and we rely on past experiences and our emotions to understand the world around us and guide our decision-making. On the one hand, it makes sense that we are wired this way— if we didn’t rely on experience and emotion, we’d have to consciously evaluate every single situation anew, and we’d become paralyzed. On the other hand, there is a downside to the efficiency of this wiring: it makes us awful at objectively estimating risk. For example, bad experiences cloud our ability to accurately measure the impact of risks, as well as their relevance. Other factors, such as media attention, immediacy, control, and choice (Psychologist Paul Slovic) work to further compound that lack of objectivity.

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Why we picked ClearView as our BCM software of choice

During the past 10 years Lootok has been in business, we’ve stayed vendor agnostic while implementing many different crisis management and business continuity tools for clients. Humbled by our own trials and tribulations with software, we had yet to meet a vendor we felt excited about.

That changed last fall when we decided to partner with Clearview, our technological counterpart we’ve come to know and trust. We’re proud to say we believe ClearView to be the best software solution in the market. Read why.

Lootok is Clearview’s Americas service provider.
Email us at cvamericas@lootok.com or ring us at +1.646.961.3684 to get your demo.

Lootok and Clearview

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Avoid the “wait-for-impact”​ culture - on your mark, get ready, get ready, get ready…

In our business, we can all identify with the feeling that something bad is looming—the next big power outage, unprecedented snowstorm, or vicious cyber attack is right around the corner. Sometimes it can feel like all we’re doing is getting ready for a negative event.

Many industry activities—things like assessments, plans, exercising, and auditing—help to create this “wait-for-impact culture.” As we evaluate endless industry standards, regulations, and consulting methodologies, there is a hyper-focus on documentation, policies, procedures, steering committees, and audits.

This methodical approach works with well-defined risks, or those threats that are so familiar to us that we’ve integrated them into the way we do business. But what about complex risk? The most procedural checklists and plans don’t account for managing those threats that we’ve yet to figure out. Risks that are still emerging and largely unknown are the ones that could actually leave us vulnerable.

Ten years ago, we developed Lootok’s BCM Model®* because we realized that it wouldn’t ever be enough for leaders to simply respond. For companies to stay competitive, leaders must be more proactive than ever to also consider threats that are on the horizon.

get ready,stay alert, take action, Lootok
Get ready, stay alert, take action!

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Crisis Management, Business Continuity, and Entrepreneurship

This presentation was presented at the D.C. Analyst Roundtable. I was asked to speak on crisis management, business continuity, and how to run a program like a business. You can download the presentation from SlideShare.

yellow house

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Creative ways to train and drive adoption by leveraging BCM software - Lootok & ClearView

I presented at the BCI World Conference in London. My topic was on using learning, training, and awareness concepts and techniques to implement and maintain a business continuity and crisis management software. The objective is to better leverage software to drive adoption and quality.

BCI World Conference participants should be able to obtain a copy of the presentation from the BCI.

Using concepts and techniques from behavioral science and game theory, I suggested better ways to deliver software implementation and maintenance. Lootok has partnered with ClearView - an awarding winning globally recognized business continuity and crisis management software. We are ClearView’s North America service provider. We selected ClearView as the our software of choice after a lengthy due diligence process. Our partnership brings new capabilities as well has higher quality of service to the marketplace.

ClearView Continuity software can solve a lot of problems. For example:

  • It is a tool to manage workflow and communication
  • It is a destination for your data, information, and reporting
  • It is used to solve problems (e.g., gap analysis) and make decisions (e.g., investment)
  • It is used to get ready for an event (planning, plans, and practice) as well as at time of event to communicate and respond
Lootok & Clearview
Lootok & Clearview

 

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