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Crisis Management:   When and organization is faced with a crisis, questions that should be addressed by the Board. What kind of crisis is it? ·      Operational (Day to day operating issues) with good management, these can be avoided or promptly resolved. ·      Sudden-events that occur unexpectedly and have a major effect on the organization ( i.e natural disaster, sabotage and outage of vital services).   The CEO should have plans to managing crisis and business continuity and test the plans through realistic scenario-based simulations.   Board Members should: ·      Stay calm ·      Get the facts ·      Assess the situation ·      Take appropriate action ·      Monitor the situation   Potential- Serious problems that grow larger overtime and become critical if they are not addressed ( i.e. Declining Sales, profit and share prices, failure to respond to competition, investigations by regulators and financial difficulties).   These problems affect the long term viability of the entire organization and should be addressed by the CEO through strategic planning and risk management process.   ·      Is the CEO responding promptly and decisively? ·      Is the organization communicating frankly and truthfully? ·      Does the organization have internal competencies to manage the crisis or is outside expertise needed? ·      How can the Board help?   Sustainability: Key environmental and social issues: ·      Water scarcity and quality ·      Climate Change ·      Energy ·      Air pollution ·      Waste and waste management ·      Biodiversity loss ·      Forest and soil degradation ·      Earthquakes and volcanic eruptions ·      Population growth, urbanization and demographics ·      Food production and safety ·      Poverty ·      Human health and safety ·      Human rights ·      Corruption ·      Social unrest   Stakeholders are seeking a better understanding of how companies are impacted by environmental and social issues.   Need to consider how these issues are factored into a strategic planning and risk management.   Social Media:   ·      Transparency opportunities can increase flow and timing of information and communication. ·      Can also represent a significant source of reputational risk or even threaten a companies ability to operate. ·      Strategic management of social media is critical. Need to develop processes and protocol for the use of and response to social media.  

After COVID-19: reorientation of crisis management in crisis   The COVID-19 Pandemic has revealed all the weaknesses of different organisations, including macrostructures–the States. It turned out that they were unprepared for the COVID-19 Pandemic and simultaneously pretending to control unpredictability, which is invalid. The study identified weaknesses in the crisis response and argued that any organisation at the macro level should redefine the role of crisis management in crisis. There is a need for a co‐evolving system within the organisation, which means reshaping crisis management from a crisis management relational model into a crisis management three-dimensional flexible model. Crisis management based on risk analysis may be useless in organisational unpredictability.   https://lnkd.in/eGYmdD5H

AFTER COVID-19. REORIENTATION OF CRISIS MANAGEMENT IN CRISIS. The global COVID-19 pandemic has highlighted the inadequacies of various organisations, including governments. It has become clear that despite claiming control over unpredictable events, these organisations were unprepared for the pandemic. An examination of secondary data and the effects of the pandemic in multiple countries revealed its widespread impact, leading to economic slowdown and unprecedented restrictions on public life. The current economic restrictions will have far-reaching effects in the months to come. Additionally, weaknesses in crisis response have been identified, necessitating a reevaluation of crisis management at all levels, including the macro level. It is crucial to transform crisis management from a static, relational model to a dynamic, three-dimensional, flexible one that adapts to organisational unpredictability. This underscores the inadequacy of crisis management solely based on risk analysis in the current context. https://lnkd.in/dzCmCXZ3)

AFTER COVID-19. REORIENTATION OF CRISIS MANAGEMENT IN CRISIS. The global COVID-19 pandemic has highlighted the inadequacies of various organisations, including governments. It has become clear that despite claiming control over unpredictable events, these organisations were unprepared for the pandemic. An examination of secondary data and the effects of the pandemic in multiple countries revealed its widespread impact, leading to economic slowdown and unprecedented restrictions on public life. The current economic restrictions will have far-reaching effects in the months to come. Additionally, weaknesses in crisis response have been identified, necessitating a reevaluation of crisis management at all levels, including the macro level. It is crucial to transform crisis management from a static, relational model to a dynamic, three-dimensional, flexible one that adapts to organisational unpredictability. This underscores the inadequacy of crisis management solely based on risk analysis in the current context. https://lnkd.in/dzCmCXZ3)

🚫✅ Don't just rely on rules to prevent disasters like Deepwater Horizon. Robert S. Kaplan and Anette Mikes break down the risks organizations face into three categories: preventable, strategy, and external. Here's a lighter take on managing risks in your daily life: 🚫 Preventable risks: Remember to always double-check if you turned off the stove. You never know when your cooking could turn into a disaster! ✅ Strategy risks: Riskily hitting the snooze button for the fifth time might result in a chaotic morning strategy! 🚫 External risks: The unpredictability of the weather could throw off your plans faster than a major macroeconomic shift! Stay prepared! Navigate life's risky business with a playful perspective and a sprinkle of caution. https://lnkd.in/ecBMV53

AFTER COVID-19. REORIENTATION OF CRISIS MANAGEMENT IN CRISIS. The global COVID-19 pandemic has highlighted the inadequacies of various organisations, including governments. It has become clear that despite claiming control over unpredictable events, these organisations were unprepared for the pandemic. An examination of secondary data and the effects of the pandemic in multiple countries revealed its widespread impact, leading to economic slowdown and unprecedented restrictions on public life. The current economic restrictions will have far-reaching effects in the months to come. Additionally, weaknesses in crisis response have been identified, necessitating a reevaluation of crisis management at all levels, including the macro level. It is crucial to transform crisis management from a static, relational model to a dynamic, three-dimensional, flexible one that adapts to organisational unpredictability. This underscores the inadequacy of crisis management solely based on risk analysis in the current context. https://lnkd.in/dzCmCXZ3)

AFTER COVID-19. REORIENTATION OF CRISIS MANAGEMENT IN CRISIS. The global COVID-19 pandemic has highlighted the inadequacies of various organisations, including governments. It has become clear that despite claiming control over unpredictable events, these organisations were unprepared for the pandemic. An examination of secondary data and the effects of the pandemic in multiple countries revealed its widespread impact, leading to economic slowdown and unprecedented restrictions on public life. The current economic restrictions will have far-reaching effects in the months to come. Additionally, weaknesses in crisis response have been identified, necessitating a reevaluation of crisis management at all levels, including the macro level. It is crucial to transform crisis management from a static, relational model to a dynamic, three-dimensional, flexible one that adapts to organisational unpredictability. This underscores the inadequacy of crisis management solely based on risk analysis in the current context. https://lnkd.in/dzCmCXZ3)

After COVID-19: reorientation of crisis management in crisis   The COVID-19 Pandemic has revealed all the weaknesses of different organisations, including macrostructures–the States. It turned out that they were unprepared for the COVID-19 Pandemic and, simultaneously pretending to be controlling unpredictability, which is invalid. The study identified weaknesses in the crisis response and argued that any organisation also, at the macro-level, should redefine the role of crisis management, which is in crisis. There is a need for a co‐evolving this system within the organisation, which means the necessity of reshaping crisis management from a crisis management relational model into a crisis management three-dimensional flexible model. Crisis management based on risk analysis may be useless in organisational unpredictability.   https://lnkd.in/eGYmdD5H

Learn effective risk management for nonprofit boards, including identifying, assessing, and managing risks to achieve your organization’s mission and goals. #RiskManagement #Nonprofits #CLA #CLAPromise

The Crucial Role of Leadership in Crisis Management – A Lens on ESG ESG factors have become crucial for a company’s sustainability, going beyond financial and other regulatory compliance to include robust crisis management frameworks as part of its 'Good Governance'. Read more in this article on how leadership in crisis management involves upholding values and commitments to sustainability, mitigating risks, and enhancing stakeholder confidence. Read more: https://lnkd.in/eteq-FPy #ESGStrategy #ESGLeadership #CrisisManagement #SustainabilityLeadership #ESGFramework #LeadershipInCrisis