An “ordinary” contingency is not a crisis. An extraordinary contingency is a potential crisis. It is only when the ordinary contingency plans fail or when the ordinary contingency measures are not enough that we have potential crisis at our hands.
Air travel disruption after the volcano eruption in Iceland – Consequences for Norwegian travellers and businesses in Norway is a report published by the Institute of Transport Economics and investigates what travellers and businesses did during the volcanic ash cloud crisis in 2010.
Many will probably have heard that When written in Chinese the word crisis is composed of two characters. One represents danger, and the other represents opportunity. That is not true.
What defines a crisis? Are there different types of crises? In this article, crises are classified according to how predictable and influenceable they are. This generates four types of crises: Conventional, Unexpected, Intractable and Fundamental crisis.
Crises build up from an accumulation of day-to-day imperfections that are small and unnoticeable (almost) and which progressively make the organization more vulnerable to any potential threats. The Devil lies in the details of these small anomalies (hence the title) and not in the sudden onset of exceptional events.
Scandinavian Airlines launched its Facebook page the day before the volcanic ash cloud. Perfect! SAS goes a long way to show how to use social media in a crisis. Perhaps it doesn’t help that much but shows that they care.
What is business continuity really? It is the social responsibility to survive that your business has vis-a-vis the community it is located in, the customers it serves and the suppliers that rely on it.
If you are a supply chain or logistics academic or researcher, looking for a new research strand or looking for a new theoretical approach to preparedness and recovery, then yes, this is it.
How do you prepare a supply chain for a crisis, and how do you manage a supply chain when the unexpected hits you?
We rarely see news flashes of truck drivers stuck in snow, or perishable goods that has to be scrapped. That is not news that sells. What does sell are passengers and people, but should they really count so much?
The closure of SAAB is a major crisis by all standards, and is a fitting reminder that this 10-year old book will never go put of date. Why and how do some companies survive, and some not? This book sheds some light on this. Close calls and near misses are not unusual in the business world, but how do companies deal with them?
