From Crisis-Prone to Crisis-Prepared: An Organisational Roadmap
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Meet The Experts - 21 Feb 2012 "Too many CEO's play ostrich about the possibility of a recall," said Jonathan Bernstein, president of national consultancy Bernstein Crisis Management and editor of "Crisis Manager," an international email newsletter. "They wait until the recall is required and then try to figure out what to do, resulting in additional risk for consumers and the company's reputation."
Successful crisis management can not only effectively resolve the crisis, but also increase public understanding of the enterprise through crisis management measures and rebuild good corporate image. While unsuccessful crisis management caused corporate image was seriously damaged, which leads to declined stakeholders satisfaction. It is essential to form a dynamic assessment and improvement mechanism for crisis management. The crisis management series of presentation is designed to introduce our planning methodology in easy to digest, bite-sized chunks, beginning with a methodology overview and pre-conditions for successful implementations in organisations. This MTE seminar is suitable for novices charged with implementing crisis management for their organisations, or even experienced practitioners looking for fresh insights. Preparing for a crisis is not a luxury; it is a necessity. You know the odds are high that your company will suffer a disaster or crisis at some point. You cannot say you weren't ready; today's extreme public and government scrutiny demand that you should have been prepared. Programme Highlights This complementary event aims to provide participants that are new to BCM or a practioner seeking a knowledge update with the essential knowledge to Business Continuity Management : Topic 1: Essentials of Managing a Crisis Jeremy Wong is the Senior Vice President for BCM Institute. Jeremy had managed crises when he held regional positions with Nomura Bank and UOB. He is also the Senior Vice President for GMH Continuity Architects and is responsible for implementing business continuity and crisis management initiatives for clients within the Asia Pacific region. Jeremy will be sharing the highlights of managing a crisis by introducing the components of a typical crisis management plan. He will share the preventive measures to be taken and also the preparation needed for senior management. Topic 2: Building The Necessary Ingredients To Recover From A Crisis Michael will share the ingredients when building a crisis management plan. He wil share his personal experience in managing a typical crisis by provding a walkthrough of a typical crisis. Learn, Share and Network with distinguished practitioners and technical experts in our complimentary bi-monthly series of Meet-The-Expert Session. |
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Programme Summary |
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| Theme: | From Crisis-Prone to Crisis-Prepared: An Organizational Roadmap |
| Date: | 21 February 2012 |
| Time: | 2.00 pm - 5:00 pm ( Registration starts at 1.30pm) |
| Venue: |
Safron I & II, Level 27, Hotel Furama Bukit Bintang, |
| Cost : |
FREE (with e-certificate) FOC BCM Publication 3rd Edition of Business Continuity and Disaster Recovery Dictionary |
| Members' Benefit : | 4 CEH hours |
Who Should Attend
Specially catered for members of the Financial Services Industry :-
- Senior Management includes CEO, CRO, CIO, Managing Director, Executive Director, General Manager.
- Risk Managers, Heads, Consultants, Project Managers.
- Business Continuity and Disaster Recovery Practitioners.
- Business Continuity Planners and appointed senior management staff members responsible in implementing BCM for their organisations.
Registration Details
1. First-come-first-serve basis.
2. Subject to confirmation from BCM Institute.
3. BCM Institute reserves the right to accept or not to accept registrations.
4. For further enquiries, please contact Jess at +603 8063 7232 or email to
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Note: The response to our MTE sessions are usually overwhelming; thus, we are sending early invitations for this session. Reservation for seats will be restricted to two participants per organisation; subsequent registrations will be place on the waiting list.
"Too many CEO's play ostrich about the possibility of a recall," said Jonathan Bernstein, president of national consultancy Bernstein Crisis Management and editor of "Crisis Manager," an international email newsletter. "They wait until the recall is required and then try to figure out what to do, resulting in additional risk for consumers and the company's reputation."