2016年-德勤全球_A_crisis_of_confidence_19页_674kb

Summary of "A Crisis of Confidence"

Core Content

This document presents a survey conducted by Forbes Insights on behalf of Deloitte, involving over 300 board members from global companies across various industries. The survey aims to assess the level of crisis readiness among organizations and highlights a significant "vulnerability gap" between awareness of potential threats and actual preparedness to handle them.

Main Findings

1. Feeling Ready vs. Being Ready

• 76% of board members believe their companies would respond effectively to a crisis.
• However, only 49% have monitoring or internal communication processes to detect trouble.
• Only 32% engage in crisis simulations or training.
• Life Sciences and Health Care companies are more likely to predict effective crisis response (91%).
• Technology, Media & Telecommunications companies report lower confidence in crisis preparation.

2. Crisis Vulnerability Areas

• Corporate reputation (73%), cyber-crime (70%), and rumors (68%) are the top areas of vulnerability.
• Supply chain issues (66%), regulatory action, and natural disasters are also commonly cited.
• The vulnerability gap is particularly wide for intangible risks, such as reputation and morale.

3. Crisis Preparedness Activities

• Fewer than half of companies have a crisis playbook.
• Only one-third of board members are certain whether their companies have one.
• Only 41% include communication protocols in their crisis management regimes.
• Simulation or wargaming is the least mentioned preparedness activity.

4. Communication in Crisis

• Pre-drafted press releases and social media messaging are less common in crisis communication plans.
• Outreach to employees and customers is more frequently included than to investors, regulators, or business partners.
• Effective communication is critical for rebuilding trust, but many companies neglect to prepare day-of-crisis messages.

5. The Value of Experience

• Crisis-experienced board members emphasize the importance of reputation and morale as the most vulnerable areas.
• They also highlight the need for better pre-crisis planning, clear roles and responsibilities, and improved detection and early warning systems.
• Lessons learned from past crises include the importance of identifying more crisis scenarios, timely communication, and investment in prevention.

6. The Need for Board Leadership

• The board and C-Suite must work closely together during a crisis.
• Board members should be prepared to step in if senior management is compromised.
• Crisis readiness is not just about having a plan but about the execution capability of leadership in high-pressure situations.

Key Recommendations

1. Integrate crisis capabilities into board membership and structure.
2. Incorporate crisis awareness into every job description.
3. Define a crisis organization with clear roles and responsibilities.
4. Insist on specifics in crisis plans and test them rigorously.
5. Maintain open lines of communication internally and externally.
6. Embrace the board's role as the guardian of reputation and ensure it is prioritized in crisis management strategies.

Conclusion

Despite a general sense of preparedness, many organizations lack the concrete plans and training necessary to handle crises effectively. The document underscores the importance of real preparedness, which includes simulation, communication, and a culture of risk awareness, rather than relying solely on procedural planning. The vulnerability gap is a critical issue, especially for intangible assets like reputation, which are essential to long-term organizational success.