Author Archives: managingoutcomes

About managingoutcomes

Issue and crisis management expert

10 good reasons to prioritise your risk issues

It’s not hard to think up a list of issues and problems which might potentially turn into crises. Such a list might even look impressive. But it’s useless if it isn’t linked to action. And it can only be linked to action … Continue reading

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Barbecued ‘dog’ stunt masks a more serious issue campaign

A stunt by PETA to barbecue a fake dog in the CBD of Sydney last week created predictably outraged headlines around the world. PETA’s message was “If you wouldn’t eat a dog, why eat a lamb?” However the barbecue street … Continue reading

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Here’s some brand advice – Stop asking people to post their love

Why would a high-profile company think it was a smart idea to launch a hashtag asking customers and the public to share photos and messages about how much they love the brand? Recent history is littered with the corpses of … Continue reading

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Whaling reverse shows issue management can be a marathon

Public relations is often focused on short term measurable gains. But issue management is one area which is typically more a marathon than a sprint. And there are few issue marathons as long and as tenacious as the campaign against … Continue reading

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When’s the right time for corporate social activism?

Customers and employees say they want companies to take a stand on high-profile social and political issues. But that can come with a costly downside too. The latest example is home-sharing giant Airbnb which decided to take a position on … Continue reading

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Was it OK to help Facebook smear its critics?

The world has just watched Facebook plunge into yet another reputational crisis – this time denying and then admitting it hired a PR company to smear its critics. But was the campaign itself fundamentally flawed? According to a New York … Continue reading

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Why Business Continuity is not the same as Crisis Management

Any organization which imagines that a business continuity plan makes them ‘crisis prepared’ is due for a big and costly surprise. Because business continuity is just one element of strategic crisis management, and failure to recognise this reality can leave you … Continue reading

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