Turn a Crisis
into an Opportunity 
to elevate your Brand

The goal is to build on the basis of a (cyber)risk assessment and a crisis simulation test a solid and sustainable risk-based communication framework that will go through turbulences, tailored to address various potential challenges or crises over time.

Oz’n’gO developed a unique methodology (Risk Criticality Assessment – RCA) to map the roles from the most to the least at risk. It helps setup and adjust an AI-generated Zero-Trust architecture, refine IAM (Identity Access Management) and SIEM (Security Information and Event Management). 

The resilient communication framework can cover:

• Definition of objectives and KPIs
• Communication resource assessment and management
• Analysis and segmentation of the different internal and external audiences, which the communication must be nurtured with
• Definition of messages tailored to identified threats and respecting the compliance laws
• Identification and setup of secured communication channels and protocoles for each audience
• Pragmatic engagement campaigns 
• High-profile specific programs
• Training and simulation programs and calendar
• Toolkits with guides, rules and ready-for-use material for each audience
• Spokesperson preparation

No crisis management nor resilient communication without training programs to ensure that crises will be handled calmly with an effective and coordinated communication, aligned with the organisation’s values and the compliance laws.

The training question is multifaceted to ensure that everyone must know what to do, what to say, whatever happens over time.

• Scenario-based simulations help to identify the areas of improvements AND reinforce the practices.
• For IT staff, technical cybersecurity workshops are crucial to increase their competencies to prevent and manage identified cyberattacks.
• For non-technical staff, cybersecurity basics courses are a must to adopt the right behaviour to reduce the cyberattack risk.

The people in the highest-risk roles need more knowledge and support, not only in cybersecurity techniques but also in behavioural techniques such as stress management, time management, change management, remote-work best practices, etc.) or best-practice-specific training courses (reputation management, media management, social media, etc. ). 

As in nature, the strongest is the most adaptable one.

Flexibility is crucial to respond effectively to unexpected crises or unforeseen slips-up during a crisis, all the more with the explosion of AI and the speed of technology evolution in a globalised world leading to more and more increasingly sophisticated cyberattacks. 

Flexibility has to be worked on both in mind and practices, individually and collectively. Flexibility starts with vigilance on:

• Reputational warning signs, knowing that reputation health starts from inside.
• Technology trends that can affect the communication flows, protocoles, and practices
• Insurance and Legal framework – national and international – that evolves reactively from social, ethical, geopolitical and cyber issues
• Cybersecurity and cyberattack trends

Flexibility requires monitoring and regular exercises with simulations and tests to check if the organisation is on track with its objectives and KPIs.

A principle to always bear in mind: the reputation of your company is in the hands of all your stakeholders, including the Third Parties. 

Let’s agree on the definition of Third Parties. They are a big part of the company’s ecosystem, with multiple needs and dynamics, different from one to the other.

• Clients
• Suppliers and partners
• Agencies
• Authorities
• Media
• Influencers
• Universities
• Investors

If you want to maintain long-term trust for your business, you cannot afford to neglect them in your resilient communication strategy with consistent messages and a dedicated program for each audience. 

Remember “If you want to go fast, go alone. If you want to go far, go together.”

Lasting rebound is part of a post-crisis program. 

This is an excellent opportunity to demonstrate leadership to learn from experience to get improved with a positive and mature mindset in the whole organisation enabling a long-term cost-effective risk management.

Beyond the rational assessment of what worked and what did not work leading to improvement actions that will be integrated into the crisis management plan, the keystone of any learning cycle must not been overlooked. Confidence to build Trust.

Confidence is built on emotional resources and triggers to make risks not only acceptable but constructive to enhance postures and practices. 

Healing possible traumas.
Learning to manage fears and stress.
Becoming aware of the bias we apply in our decisions
Learning the principles of change management
Etc.