JONATHAN BERNSTEIN이라고 Crisis Management 관련 글을 아주 맛깔나게 쓰는 선수가 있는데…이 친구가 얼마전에 쓴 25 More Crisis Management Lessons Learned 라는 글이 흥미롭다. 우리나라 사정과 약간 다른 부분도 있지만…생각해 볼 부분들이 꽤 있다.
글의 본문은 여기
25 More Crisis Management Lessons Learned
1. 중국발 식품 또는 제품 관련 위기는 계속될 것임. 중국과 관련해 비지니스를 하는 기업은 이를 위기 대비 요소 중 하나로 감안해야 할 것. (We have probably not seen the end of food and product-related
crises originating in the People’s Republic of China. Any organization
with relevant connections to the PRC should factor this into their
crisis preparedness.)
2. 인터넷이 기업의 치부를 점점 더 들춰내고 있음. 항상 신경써서 쓰고, 말하고, 행동할 것.(The Internet continues to make it
easier to read about, hear and view skeletons in your closet. Corollary
lesson: Conduct your business as if everything you write, say and do
might be recorded and you’ll avoid a lot of crises (P.S. There will be
300 million multimedia-capable mobile phones mobile phones shipped in
2008))
3. 조직 내부의 암투가 큰 위기를 불러 올 수 있음 (Intra-organizational infighting is one of the
leading causes of crises and plays a major role in exacerbating crises
that may otherwise have remained minor.)
4. 동영상 만큼 위기 전파 능력이 뛰어난 것이 없음 (No written statement can transmit crisis-related messages as well as video communication.)
5. 첨단 테크놀로지에 약한 CEO라면 얼른 테크노 전문가 스탭이나 컨설턴트들을 위기관리 목적으로 채용할 것 (If you’re a technophobic CEO, get the heck out of the way and let
your techno-savvy staff and/or consultants guide you on the best ways
to use technology for crisis management purposes.)
6. (미국에서) BBB가 점점 비판을 받고는 있지만 기업명성관리를 위해서는 아직도 큰 영향력을 가지고 있음 (The
Better Business Bureau (at least in the United States) can be a royal
pain in the ass to deal with because of its institutionalized bias and
bad habit of presenting information out of context. Unfortunately it’s
probably still worth your reputation management time to be highly
responsive to BBB complaints and to be a member as well. BBB complaints
are often cited by your critics and it’s a very common destination for
consumers deciding whether to do business with you.)
7. 온라인 비판세력을 조심할 것 (Ignore a committed online critic and he’ll take most of the top Google rankings under your preferred search terms.)
8. 소송관련 위기 관리는 가능한 여러개의 Plan B들을 마련해야 함 (The most predictable judge or jury is unpredictable. Always prepare
for multiple potential outcomes in litigation-related crisis
management.)
9. 세상의 모든 기업들에게 블로그는 꼭 필요함 (Every organization in the world needs a blog.)
10. 자주 블로그에 포스팅들을 업로드 할 것 (Changing copy less than once per week on a blog created as a
primary communications vehicle (versus strictly for SEO purposes) is
like riding a horse in the middle of the German Autobahn – everyone’s
going to pass you by or run you down. If you don’t know what “SEO”
means, see lesson #5, above.)
11. 많은 기업들이 서치 엔진 최적화를 한다고 하면서 서치 엔진 혼란화를 실행하고 있음 (Too many organizations engage
in Search Engine Obfuscation instead of Search Engine Optimization,
enhancing their vulnerability to crises.)
12. 위기로부터의 타격을 최소화하거나 피해나갈 수 있는 방법으로 정책이 유효함. 그러나 이러한 정책들은 트레이닝과 병행되어야 함. 안 그러면 아무 소용 없음. (Policies vital to
avoiding and/or minimizing the damage from crises MUST be accompanied
by initial and refresher training or they are worthless. Corollary
lesson: almost every functional area of an organization has (or should
have!) such policies.)
13. 노사간에 현격한 문화적 배경의 차이가 있다면 비지니스를 하고 있는 지역의 문화를 가장 잘 아는 사람들에게 위기관리 커뮤니케이션과 의사결정을 맡기고 존중해야 함.(When there are significant cultural
differences between the foreign owners of a company and the natives of
the country in which they’re doing business, those owners must be
willing to defer crisis communications strategy and decisions to those
who best understand the culture(s) in which they are communicating.)
14. 이해관계자에 대한 책임을 느끼고 있다면 이해관계자들과의 믿음을 저버리는 짓은 절대 하지 말 것. (If an organizational leader make a commitment to his/her
stakeholders, he/she should make certain that everyone in his/her
organization (a) is aware of the commitment and (b) does nothing to
violate it, or the entire organization’s credibility can suffer immense
and completely preventable damage.)
15. 전화 시스템과 웹사이트 서버 시스템이 위기시 폭증한 트래픽으로 다운 될 수도 있으니 미리 시뮬레이션등을 통해 점검 해 볼 것 (Few organizations have
telephone systems or website servers capable of managing the dramatic
increase in traffic that would result from a crisis. And many of those
who think they do haven’t tested their systems through simulation
exercises.)
16. 경영진들이 평소 비밀자료 관리에 좀더 신경쓸 것 (If I emptied 10 trashcans in the executive
suite (and many other parts) of most organizations at the end of a
workday, I would find information that could compromise the reputation
and/or financial well-being and/or security of those organizations.)
17. 평소에 위기관리를 위한 물품을 구비해 놓을 것 (If you are likely to need certain types of products or services as
a result of the types of crises most common to an organization such as
yours (e.g., backup generators, testing laboratories), the time to
establish relationships with product/service providers is now, not
under the gun of a crisis. Corollary lesson: during times of widespread
crises, such as a natural disaster, demand for certain types of
products/services is higher than the supply; “preferred customers” move
to the front of the line, last-minute customers may not be served at
all.)
18. 위기 대응은 어느 한사람에게 리더 역할을 맡기기 보다는 여러사람들이 가능하도록 할 것 (It’s a mistake to let crisis response depend on the
leadership skills of any single individual, no matter how talented and
charismatic he/she might be. Crisis response should be based on advance
planning that generates a system for effective response which works
even when individual team members are unavailable at the time the
crisis occurs)
19. 위기시 PR을 담당하는 사람은 기존 미디어 뿐 아니라 평소 업계 관련 블로거들과도 친해야 함 (PR representatives for any organization
need to be very familiar not only with traditional media, but with
leading bloggers covering their industry. In times of crisis, leading
bloggers can become more important than traditional media, as they are
more prolific, more focused on a subject over the long-term, and more
frequently quoted by other bloggers.)
20. 모든 IT 부서와 컨설턴트들이 동일하지는 않음.틀릴때도 있음. (Not all IT
departments or consultants are created equal. Some of them think they
understand all the ways in which the information on their systems can
be compromised. Some of them are wrong.)
21. 컨틴전시 플랜을 만들어야 함 (Far too many
organizations have no contingency plan whatsoever for what to do if –
tonight – they permanently or for some long term lost access to their
primary workplace or a major facility due to a disaster of any kind
(e.g., fire, flood, earthquake, tornado, hurricane).
22. 기능적인 자세한 위기대응 플랜이 극히 드뭄. 이는 트레이닝과 함께 항상 병행되어져야 함. (There
are relatively few organizations that have functional disaster response
plans – functional meaning that they include all details of what to do
in the event of a man-made or natural disaster and that training has
accompanied the plans, to including drills and/or exercises.)
23. 온라인 미디어 아웃렛들을 정기적으로 모니터링 할 것. (Many crises, from reputational threats to threats of violence, have
been foreshadowed by messages on traditional websites, blogs or social
media sites, but most organizations fail to regularly monitor these
online locations. Those seeking to harm individuals or an organization
have the portable ability to easily record the written word, audio, and
video and post it on the Internet very quickly – or even live.)
24. 최고임원들이 같은 비행기나 차량으로 여행하는 것을 금지하는 규정이 필요함 (Quite a few organizations have a policy of not allowing their top
leaders to fly together, yet they are actually at more risk driving
together, which they do all the time.)
25. 고위 임원들의 노트북을 조심 할 것 (While many
organizations go to great length to protect the security of data stored
on their servers, the same organizations usually allow executives (and
others) to have notebook computers on which they stored sensitive
information. Those notebook computers, which are taken to public places
and highly vulnerable to theft, are seldom secured by anything more
than a password, which is easily bypassed. There are many articles
about notebook security available online, such as the one at: http://tinyurl.com/hrfsw.)
