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Coping when a public relations crisis occurs |
When a crisis arises, don't be so eager to speak or to act that
you do so without thinking. Heed the advice Wyatt Earp once
offered an eager admirer who asked him the best way to survive a
gunfight. Earp replied, "Take your time quickly and aim
carefully." |
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Corporate Ownership Structure and the Evolution of Bankruptcy
Law in the US and UK |
This paper offers an account of the complementarities between
bankruptcy law and ownership structure, which it is argued can
explain developments in both the UK and the US. By identifying
the effects of concentration or dispersion in firms’ capital
structure (across both equity and debt), and by analysing
implications of these capital structure choices for bankruptcy,
the paper develops a richer account of the corporate governance
patterns we see in different nations. |
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Customising your Disaster Recovery Plan |
Your business is unique, your DRP should be too |
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Energizing Employees in Recessionary Times Try Motivating, Not
Mandating |
One dimension of cost-cutting is often disregarded—the critical
need to ensure cost cuts occur in ways that obtain positive
emotional commitment within the context of the culture. In this
commentary piece we explore how effective cost reduction
capitalizes on and reinforces company culture—and integrates
emotional commitment of the workforce with the strategic
imperatives for the business. |
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Everyday Crisis Management |
Companies need to focus on crisis preparedness as a whole
guarding their most important asset-their people. |
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High Tech Product Turnaround - Project Crisis Recovery |
This article answers the following questions: What can a High
Tech Turnaround Specialist achieve and in what circumstances ?
What steps does the Specialist take ? What should a business
expect ? Selecting a Specialist. |
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How to Avoid Blame in the Aftermath of a Crisis |
Regardless of the actual causes of and liabilities for a crisis,
whenever one occurs people look around for someone to blame.
Should a crisis hit your company – whether or not you are
actually at fault – you still must be ready to defuse and
minimize the potential for blame. |
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How to Negotiate Debts |
Stories of two companies who got into serious trouble and how
they managed to pull themselves out. Once a company runs into
trouble, management can bet there are a lot of people standing
in line waiting to be paid. |
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Incorporate Social Media into Your Crisis Management Plan |
This is a blog post that explains why and how you should
incorporate social media into your crisis management plan. Aneta
Hall says that you must add the following social media
components to your existing crisis communication plan well
BEFORE the crisis unfolds. |
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Insolvent Abuse: Regulating the Insolvency Industry |
This monograph draws attention to the shortcomings of the
insolvency industry. It draws attention to real-life cases
showing that the insolvency industry is out of control. |
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Modality planning for preventing tunnel vision |
Crisis management is a time-critical task with high uncertainty
and high risk. Stress and cognitive overload often result in a
set of bias in crisis manager’s situation understanding and
information confirming processes, known as “tunnel vision”. |
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Six Steps to Preparing a Rudimentary Crisis Communication Plan |
Once you’ve decided to prepare a crisis communication plan, a
sensible precaution is to prepare for the worst case scenario.
That way they’ll be prepared to cope with a big disaster or
less-serious incidents. It is, after all, fairly easy to
scale-back and handle minor problems if you're prepared for big
ones, but it can be horrendous to try to manage something worse
than you anticipated. |
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Social Media and Risk Communications during Times of Crisis |
Social media tools are shaping how crises are communicated and
response is coordinated in public health and emergency
management communities. |
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Strategic Integration: A Knowledge Management Approach to Crisis
Management |
Every day, businesses are threatened by crises that could have
been prevented or their impact lessened if only knowledge of
causal and influencing factors were known and better managed.
Better knowledge management, we contend, can help firms
anticipate these factors and design thoughtful policies to
lessen the impact of such events. |
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Sustainable Restructuring |
The companies that emerge from the downturn will be those that
make short-term decisions based on long-term strategy. |
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The ABCs of Business Continuity and Disaster Recovery Planning |
If something really nasty happened, could your business get back
up and running? More important, how would you continue to make
money? Here's how to plan for the worst. 2004 |
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The Cycle of Corporate Distress, Rescue and Dissolution |
A Study of Small and Medium Size UK Companies. Pdf-file |
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The Operational Audit |
An Overlooked Tool. This is a preferred option for dealing with
a covenant default |
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The Seven Deadly Sins a Turnaround Manager Commits |
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The Show Must Go On |
Having a contingency plan and being able to execute it will
ensure the bottom won't fall out of your bottom line. |
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Turnaround Plan |
It's not a Turnaround Plan Until Several Groups Say it is: How
to Communicate with Committees and Groups |
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Turnaround Specialists |
How They Help The Attorney. The Role of a Crisis Manager and How
To Hire One |
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Understanding and Responding to the Crisis |
As senior managers get past the strategic paralysis they
suffered in the first stage of the financial crisis, they will
need to respond in an appropriate and structured way. They will
also need to figure out which changes to make first. 2009 |
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Walking on water or sinking without a trace? |
Six behaviors that describe strong crisis leaders. Pdf-file 108
KB. 2004 |
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Why do Companies really Fail? I |
Most people talk about a 'failure to execute', but Angel Mehta
argues that there is something even more fundamental behind the
majority of corporate failures - especially for startups. The
first of a series of articles on a mission critical success
factor that ranks among the lowest of business priorities. |
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Why do Companies really Fail? II |
In this follow up to his article on the importance of emotional
maturity, Angel Mehta delves further into the topic of why
companies fail to execute. Drawing on his experiences in
executive search, Angel describes two tragic flaws that ruin
executive careers and often represent the 'real' reason behind
organizational failure. |
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Your Good Name: After You've Lost It |
What do you do when a scandal destroys your company's
reputation? You rebuild it -- step by painstaking step -- but
the outcome isn't always happy. |
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