Quick Survey on Crisis Management 'Level of Preparedness'

London, UK - 10th March 2010, 11:35 GMT

Dear ATCA Open & Philanthropia Friends

[Please note that the views presented by individual contributors are not necessarily representative of the views of ATCA, which is neutral. ATCA conducts collective Socratic dialogue on global opportunities and threats.]

Thank you for your diligent phone calls, communications and email messages in regard to the 'Crisis Management' briefings despatched recently. We appreciate your excellent feedback. We have received an unprecedented and overwhelming response from you, which we have tried to incorporate into subsequent briefings. We are grateful to you, in many cases, for forwarding your organisations' research to complement ATCA RAW and the mi2g Intelligence Unit's live surveys, computer simulations, risk visualisations and mathematical models. Thank you, your commitment is outstanding.

Results of detailed research conducted in recent years demonstrate that the majority of groups and organisations that experience a severe crisis face failure within the next two years. We have a few questions to ask so that we may serve you and the global ATCA 5000, The Philanthropia 1000 and HQR communities better in the future.

Crisis Management: The Grey and Red Chess Board

A. Has your core group and organisation defined and communicated precisely what constitutes a crisis?

B. Is there a formal Crisis Management Team?

C. Can you identify the team leader? The key members?

D. Do you know what the team is expected to do in the event of a crisis?

E. Are there documented activation and assessment plans?

F. Has the team ever conducted a crisis simulation exercise?

G. Does the team have clearly identified lines of communication and command with interconnections to your lines of management?

H. Are you a member of the Crisis Management Team?

I. Which of the following types of crises fall within your core group's consideration:

. Reputation risk, brand value, stock and asset price volatility, and market rumour;
. Stakeholder relations: workforce-management, confrontation and investor relations;
. Accidents, calamities, large scale damage and natural disasters;
. Criminal acts and malevolence;
. Financial problems and organisational misdeeds;
. Market changes, competitive challenges, mergers and acquisitions;
. Geo-political developments and sovereign risk;
. Internal problems, workplace disturbance, violence and social unrest;
. Management problems including human breakdown, skewed values, deception and misconduct;
. Problems with product, process or production;
. Rules, regulators and rating agencies;
. Technological metamorphosis and technical breakdowns;
. Asymmetric threats, black swan(s), low probability high impact risks; and
. Collapse of trust and systemic risk.

J. Have you and your colleagues found the recent briefings to be of interest:

. What is The Role of Confidence in Crisis Management? 10 Key Questions For Leadership http://ow.ly/1fWns
. What is the Key to Survival in a Constantly Changing Environment? http://ow.ly/19uQE
. Crisis Simulation: Cyber Shockwave Reveals Unsettling Answers http://ow.ly/18uPG
. How Can Leadership Strengthen Crisis Management? Survival Guide For The 21st Century http://ow.ly/18am8
. What Undermines Global Leadership Suddenly? Real Crisis Management Lessons from Toyota http://ow.ly/17urd

K. Did you see any interconnections between the recent briefings?

L. What is missing in our presentation and analysis?

M. What can we do to improve the quality of our briefings?

N. Are there any experts within your organisation or personal network who would benefit from our briefings who you would like to recommend to the restricted list(s)?

O. Any further thoughts, observations and views?

We value your feedback. Thank you.


We welcome your thoughts, observations and views. To reflect further on this subject and others, please respond within Twitter, Facebook and LinkedIn's ATCA Open and related discussion platform of HQR. Should you wish to connect directly with real time Twitter feeds, please click as appropriate:

. ATCA Open

. @G140

. mi2g Intelligence Unit

. Open HQR

. DK Matai

Best wishes

ATCA: The Asymmetric Threats Contingency Alliance is a philanthropic expert initiative founded in 2001 to resolve complex global challenges through collective Socratic dialogue and joint executive action to build a wisdom based global economy. Adhering to the doctrine of non-violence, ATCA addresses asymmetric threats and social opportunities arising from climate chaos and the environment; radical poverty and microfinance; geo-politics and energy; organised crime & extremism; advanced technologies -- bio, info, nano, robo & AI; demographic skews and resource shortages; pandemics; financial systems and systemic risk; as well as transhumanism and ethics. Present membership of ATCA is by invitation only and has over 5,000 distinguished members from over 120 countries: including 1,000 Parliamentarians; 1,500 Chairmen and CEOs of corporations; 1,000 Heads of NGOs; 750 Directors at Academic Centres of Excellence; 500 Inventors and Original thinkers; as well as 250 Editors-in-Chief of major media.

The Philanthropia, founded in 2005, brings together over 1,000 leading individual and private philanthropists, family offices, foundations, private banks, non-governmental organisations and specialist advisors to address complex global challenges such as countering climate chaos, reducing radical poverty and developing global leadership for the younger generation through the appliance of science and technology, leveraging acumen and finance, as well as encouraging collaboration with a strong commitment to ethics. Philanthropia emphasises multi-faith spiritual values: introspection, healthy living and ecology. Philanthropia Targets: Countering climate chaos and carbon neutrality; Eliminating radical poverty -- through micro-credit schemes, empowerment of women and more responsible capitalism; Leadership for the Younger Generation; and Corporate and social responsibility.

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