Author Archives: managingoutcomes

About managingoutcomes

Issue and crisis management expert

Denial is no answer to crisis risk

Recognising a crisis risk is the first step in effective crisis management. But it’s hard when organisations remain in denial mode. Take the case of Village Road Show, the Australian-based cinema and theme park giant. Announcing a decline in profits … Continue reading

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Unprecedented is a poor excuse for unprepared

Organisations which get caught out being obviously unprepared to deal with an issue or a crisis find it all too easy to claim the situation was “unprecedented.” But it’s a poor excuse and not very convincing. When Domino’s Australia decided to … Continue reading

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How a casino got dragged into a divisive social issue

Organisations sometimes find themselves unwittingly caught up in controversy they had no part in. But the reputational damage can still be just as great, especially if they don’t act quickly and firmly. Case in point is this month’s screening of … Continue reading

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Crisis lessons from a lead contamination scare

A high profile product safety scare in Australia has some important lessons in terms of crisis communication and standing firm in the face of risk allegations. On 10 July the Queensland Building and Construction Commission (QBCC) issued a surprise report claiming … Continue reading

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Are crises really inevitable?

Just about everyone has heard the assertion: It’s not a question of IF you will have a crisis, only a question of WHEN. That might sound like a clever maxim, much loved by consultants and commentators. But is it necessarily true? And … Continue reading

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How safe is your online information?

Cybercriminals and hackers get most of the attention. Think no further than the WannaCry and Petya viruses. But private information is equally at risk when trusted organisations carelessly mishandle sensitive data, jeopardising reputations and confidentiality. Just last month it was … Continue reading

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Whistleblowers and the risk to reputation

Whistleblowers are a well-recognised possibility in most organisations. But how the organisation responds to a whistleblower can help determine whether the problem raised becomes a reputational crisis. Take the recent case of CEO Jes Staley of Barclay’s Bank who provoked … Continue reading

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