This is a presentation I gave on Oct 16, 2012 at the Public Relations Society of America International Conference. Comments appreciated: linda.locke@reputareconsulting.com
2. What keeps you up at night?
Reputare Consulting LLC | PRSAIC: Building Competence in Reputation Risk Management | October 2012 2
3. Problem: Major gaps in reputation
risk management for corporations
Risk literacy
Risk literacy Reputation literacy
Reputation literacy
not on reputation agenda
not on reputation agenda not on risk agenda
not on risk agenda
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4. What keeps your board up at night?
Reputational risk a top concern for boards
• 63% of directors see reputational risk as top
concern…and concerns are growing
• Primary concerns cover product quality, liability,
customer satisfaction
• Secondary concerns: integrity, fraud, ethics
• Three-fourths of directors seek broad-based risk
assessment… and they want to know more
Third Annual Board of Directors Survey 2012 - Concerns About Risks Confronting Boards –
EisnerAmp
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5. They see what is happening to others
Scraps debit card fee after consumer
backlash
Penn State abuse scandal
chilling in details
FedEx vows to track down delivery
man
who tossed computer monitor over
fence
Komen Foundation In Contortions
Over Justifying Planned Parenthood
Decision
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6. There is no reason to be surprised by
reputation risk in 2012
Bank of America Komen Foundation
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7. If we are surprised by
If we are surprised by
stakeholder reaction to
stakeholder reaction to
major decisions -
major decisions -
it means we aren’t doing
it means we aren’t doing
our jobs.
our jobs.
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8. Risk can be predictable, IF…
• You know your stakeholders
• You understand what drives their
perceptions
• You are aware of their values
• You listen to them
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9. Risk can be manageable, IF…
• You know what your stakeholders are
feeling
• You understand the level of emotion
related to issues, events, topics
• You can track its trajectory
• You are willing to engage and address
stakeholder concerns
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10. In a volatile world companies must
prepare differently than in the past
Stakeholders
Stakeholders
demand
demand
Stakeholders demand
resiliency:
resiliency:
resiliency:
- Strength, flexibility
- Strength
Swift recovery
Strength
- Adaptability
Flexibility
Flexibility
Adaptability
Adaptability
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11. Resiliency: The ability to adapt to a
continuously changing environment
• Two sides of risk resiliency:
Preventing conditions of risk
Managing consequences of events
Source – Carnegie Mellon
Software Engineering Institute
Outcome:
You will have greater value to the organization
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12. Risk/crisis management/business
continuity “owned” by the company…
Risk Assessment (RA)
and Business Business
Business
Security
Security IT Operations
IT Operations
Impact Analysis (BIA) Continuity
Continuity
Business Continuity
Disaster Recovery
(BC/DR) Operational Resiliency Model
Operational Resiliency Model
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13. How the risk organizations handle
reputation today
They guess at reputation impact
They guess at reputation impact
(1 = Critical, 5 = Low)
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14. …but reputation is “owned” by
stakeholders
Reputation = judgments and perceptions of others
• Customers
• Suppliers
• Investors
• Advocacy groups
• Regulators
• Policymakers
• General public
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15. Stakeholders’ perceptions develop
via three channels
• Direct experience with the company
• What others say about the company (online and off)
• What the company says about itself (marketing, PR, exec
comments, etc.)
Reputare Consulting LLC | PRSAIC: Building Competence in Reputation Risk Management | August 2012 Photo: mack2happy 15
16. A resilient organization manages both
operational AND reputation risk
The Resilient
The Resilient
Operational Resiliency
Operational Resiliency
Organization
Organization
Ability to manage risks
Ability to manage risks
and adapt throughout the
and adapt throughout the
lifecycle of disruptions to
lifecycle of disruptions to •• In tune with changing
In tune with changing
protect revenue
protect revenue stakeholder perceptions
stakeholder perceptions
Reputational Resiliency •• Willingness to consider
Willingness to consider
Reputational Resiliency
Ability to maintain good
Ability to maintain good implications for business
implications for business
stakeholder perceptions
stakeholder perceptions strategy
strategy
and supportive behavior
and supportive behavior •• Enterprise-wide
Enterprise-wide
through disruption
through disruption reputation competence
reputation competence
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17. Positive reputation yields
measurable value
A company highly regarded by its stakeholders is
more likely to enjoy:
- Strong brand loyalty
- Returning high value customers
- Lower employee turnover
- Easier recruitment of high-caliber employees
- Higher investor confidence
- Positive regulatory environment
- Lower costs of capital
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18. The risk: Negative reputation exacts
a measurable penalty
A company viewed with distrust and outrage by its
stakeholders is more likely to suffer:
- Increased customer churn
- Elevated customer acquisition costs
- Higher employee training costs
- Regulatory constraints
- Increased cost of capital
- Lower investor confidence
- Increased vulnerability to competitors
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19. Why reputation matters to business
Based on five factors:
Financial stability
vAccounting conservatism
Corporate integrity
Transparency
Sustainability Provided by Trust Across America
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20. Reputation penalty or advantage?
BP Stock Price vs. DJIA: 2007-2012
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Finance
21. Reputation penalty or advantage?
Apple Stock Price vs. DJIA: 2007-2012
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Finance
22. The trajectory of reputational crises
Stakeholder experiences
Corporate initiatives and messaging
Third party conversations
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23. Most important job for a
reputation manager
Build
Build
enterprise-wide
enterprise-wide
reputation
reputation
competence
competence
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24. Reputation competency requires the
right tools and perspective
Data-driven
Data-driven
insight
insight
Willingness to
Willingness to Balanced desire Outside-in
Outside-in
engage, act
engage, act to protect revenue perspective
perspective
AND reputation
Enterprise-wide
Enterprise-wide 24 x 7
24 x 7
understanding
understanding monitoring
monitoring
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25. Reputation competence = greater
value to the organization
• Help lines of business understand competitive risks –
and opportunities – to protect reputation.
• Shape strategy to address drivers of reputation.
• Measure the impact of your response to a crisis – to
improve next time
• Escalate emerging risks to c-suite and board for shift in
resources, strategy to mitigate risk
• Elevate the role of reputation management in the
organization
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26. Reputation competency = predicting
time to recovery from a crisis
Daily reputation fluctuation
Daily reputation fluctuation
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27. Reputation competency means you
bring strategic business insight
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29. Pathway to enterprise-wide
reputation competence, resiliency
Enterprise risk
Enterprise risk Business continuity
Business continuity
management:
management: management:
management:
Integrate reputation
Integrate reputation Incorporate reputation
Incorporate reputation
into risk reporting
into risk reporting intelligence, mitigation
intelligence, mitigation
agenda
agenda into crisis practices
into crisis practices
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30. Bring insight into existing usiness
processes
Identify key risks;
Identify key risks;
establish agenda
establish agenda
Develop
Develop Monitor;
Monitor;
mitigation
mitigation Reputation resiliency
Reputation resiliency report to
report to
strategies
strategies for ERM
for ERM c-suite
c-suite
Build risk competency
Build risk competency
at strategic level
at strategic level
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31. Integrating reputation resiliency
into risk organizations
Deliverables:
Deliverables:
•• Distinct reputation risk assessment
Distinct reputation risk assessment
•• Set baseline measurement
Set baseline measurement
•• Integrate reputation into reporting
Integrate reputation into reporting
Opportunity:
Opportunity:
•• Define reputation resiliency for organization
Define reputation resiliency for organization
•• Expand view of risk to include non-market, non-
Expand view of risk to include non-market, non-
operational issues with impact to reputation
operational issues with impact to reputation
•• Address broader issues of concern to Board
Address broader issues of concern to Board
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32. Outcome of ERM reputation process
Defined organizational vocabulary for reputation
Defined organizational vocabulary for reputation
Built culture of risk literacy
Built culture of risk literacy
Defined drivers of risk, priorities for strategy
Defined drivers of risk, priorities for strategy
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33. Embed reputation intelligence into
business continuity
Risk Assessment (RA)
Business Continuity Governance
Business Continuity Governance
and Business
Impact Analysis (BIA)
Risk Assessment
Risk Assessment Business
Business Crisis and
Crisis and
Business Continuity
Continuity
Continuity Emergency
Emergency
Disaster Recovery
(BC/DR)
Management
Management
Business
Business
Disaster
Disaster
Impact Analysis
Impact Analysis Recovery
Recovery
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34. Transformed resiliency program
Integrate reputation impact
Integrate reputation impact
analyses into planning for
analyses into planning for
disaster recovery
disaster recovery
Incorporate
Incorporate Enhance
Enhance
quantitative
quantitative processes
processes
analysis of
analysis of to include
to include
reputation
reputation Reputation Resiliency
Reputation Resiliency reputation risk
reputation risk
impact
impact monitoring
monitoring
Conduct exercises related
Conduct exercises related
to reputation risk scenarios
to reputation risk scenarios
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35. The
The
right tactics
right tactics
are crucial
are crucial
for success
for success
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46. Cheat sheet for reputation competence,
organizational resiliency
•Determine •Identify link to
drivers for each business
group strategy
•Identify •Build internal
emotions competence
•Map channels •Engage with
with impact stakeholders
•Identify •Communicate
activities what matters
causing risk
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47. The ultimate goal of reputation risk
competence
Resiliency
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49. We help you understand why
people don’t trust your company,
and what you should do about it.
Corporate reputation consulting
Strategy
Measurement
Internal Alignment
Issues Management
External Engagement
Strategic Communications
Crisis Planning, Management
The question is, why are companies surprised when these kind of disasters happen? And why do they appear to handle them so badly? The company ’s risk agenda is defined based on a limited risk profile with blinders to new emerging risks and potential impacts involving corporate reputation. Could Fedex have known its employee was going to throw a TV over a fence? Could BofA ’s have foreseen that its debit card fee would cause outrage across the company? Could Penn State predict the negative fallout from their situation? Could BP predicted the public ridicule it would receive over its handling of the Deepwater Horizon blowout? The answer is yes – these crisis situations should not have been a surprise – if the risk management process had the right focus (looking all types of potential risks) and the crisis management teams were prepared to respond quickly and effectively with the right tools.
Risk Assessment Incorporate reputation risks Build reputation risk awareness for the business area Business Impact Analysis Enhance reputation impact analysis Provide meaningful reputation data
[THIS COPY WAS MOVED TO #8] To ensure business resilience, companies are moving toward a risk management process that both addresses the myriad types of risk that functions across the organization face, and encompasses all facets of risk management, from its identification through to mitigation. Resilient organizations understand, measure and manage reputation We jump into resilient organizations here? We didn ’t explain resiliency yet. Have we made a good comparison of revenue vs. reputation in the previous slides? Are we saying Business. Resilience is a risk management process?
Track growing concern levels for an issue, topic or product feature See the “unknown unknowns” and measure their potential impact Avoid concerns before they spiral out of control