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.
Learning to either manage the crisis or run the company, but not do both, is a hard lesson for most executives, as they want to do it all. Executives achieve their position through hard work, overcoming extreme obstacles, success, confidence, and leadership. It becomes difficult to let go of the organizational reigns to focus on the crisis. Likewise, it is just as difficult to let others manage a crisis while they focus on the organization. This post is a reflection of a number of executive crisis management trainings I facilitated where the executive (e.g., CEO, business unit president, segment leader) wanted to ‘fly the plane’ and ‘fix the problem.’
This is a continuation of my Business Continuity Basics article.
Consider the Basics for Crisis Management Program - as with most initiatives and programs, we tend to over think when we design them. The basics reminds me of one of my favorite quotes from Antoine de Saint-Exupéry, “Perfection is achieved, not when there is nothing more to add, but when there is nothing left to take away.”
When it comes to crisis management the majority of crisis teams need seven means to make timely and effective decisions based on applying judgment to available information. We need a command and control framework, critical information requirements (identification of gaps in our knowledge), intelligence, situation awareness, common operating picture, common ground, and intent.
As you are making plans for the RIMS 2017 Conference in Philadelphia, make sure you don’t miss Lootok’s Sean Murphy and Jeremy Stynes speaking on Monday, April 24th. They will be exploring the psychology of risk, sharing innovative ways to market your program, and breaking down traditional myths of Business Continuity Management. All in our signature, non-conventional Lootok way. We hope you come and join us!
RIMS 2017: April 23-26th, 2017 | the Pennsylvania Convention Center | Philadelphia
Lootok Sessions on Monday, April 24 :
12:00 – 12:25 pm | Market Your Program Like a Product | Jeremy Stynes, President
1:00 – 1:25 pm | Five Myths of Operational Risk and Business Continuity Management | Sean Murphy, CEO
3:00 – 4:00 pm | Risk Shrink: Exploring the Psychology of Risk | Sean Murphy, CEO, Lootok; Hester Shaw, Internal Control Framework Director, GSK
Zona Walton [ADP - Global Business Resiliency] and I spoke at a private conference last month. The title of our session was The Future of Resiliency. We explored the idea that the future of resiliency isn’t resiliency; that is, it will be something else.