book

CCC (Critical Communication Capability Framework)

Name: CCC (Critical Communication Capability Framework)
Author: Jim Desler
ISBN: 9780117094253

by Jim Desler

November 2022

Intermediate to advanced

198 pages

8h 7m

English

TSO (The Stationery Office)

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Critical Communication Capability® Framework
Contents
About the authors
About this publication
Who is this publication for?
Introducing the CCC story (Nelson Pet Products)
Acknowledgements
1 What are critical communications?
1.1 What is a critical situation?
1.2 What is critical communication capability?
1.3 Business PR nightmares: Real-world critical situations
1.3.1 Examples of business PR nightmares
1.3.2 Being prepared
1.4 IT incidents and cybersecurity breaches: Real-world critical situations1.4.1 Examples of cybersecurity-related critical situations

1.4.2 Analysing where things went wrong
1.5 Global critical situations1.5.1 Colonial Pipeline
1.5.2 Facebook
1.6 The evolution of critical situations and crisis management1.6.1 How critical incident handling is evolvingFigure 1.1 From one-off projects to continuous programmes1.6.2 Accelerating news cycles and the changing influencer landscapeFigure 1.2 The velocity and reach of today’s news cycles1.6.3 Breaking down IT and business silos1.6.4 The proliferation of cybersecurity incidentsFigure 1.3 Increase in malware over a 10-year spanFigure 1.4 Top PR ‘disasters’ represent a variety of sources and mistakes
1.7 Volatility in the digital age: A ‘new normal’ requiring a fresh approach
2 Principles of effective communication
2.1 Responding to important moments in timeFigure 2.1 Interactions take place in settings in critical communication handling moments of truth
2.2 Staging moments of truth
2.3 Handling moments of truth
2.3.1 The principles of effective communication2.3.2 The six Cs of effective messaging2.3.3 External factors that constrain and influence: The PESTLE model
3 An introduction to the CCC Framework
3.1 The four elements of critical communication capabilityFigure 3.1 Four elements of achieving and sustaining critical communication capability3.1.1 A shared approach for all business professionals, including IT professionals3.1.2 The CCC Framework: A clear modelTable 3.1 The Critical Communication Capability Model: A shared frame of referenceTable 3.2 Critical situation handling phases and activitiesTable 3.3 Three levers for identifying potential capability improvementsTable 3.4 Two levers for building critical communication capability
3.2 How the CCC Framework benefits business
3.3 Critical situations revisited through the CCC Model
3.3.1 The Tylenol crisisTable 3.5 The Tylenol crisis: Analysis recap3.3.2 Home Depot and Target
Table 3.6 Home Depot and Target: Analysis recap
3.4 The elements that make up the CCC Model
4 Result areas of the CCC Model
4.1 Overview: the four result areas
4.2 Brand and reputation
Table 4.1 Factors that affect brand and reputation4.2.1 Factors and instruments4.2.2 Monitoring and trackingTable 4.2 Channels and tools for monitoring brand and reputation4.2.3 Indicators of success
4.3 Ecosystem health
Table 4.3 Factors that can add to or detract from ecosystem health4.3.1 Factors and instruments4.3.2 Monitoring and tracking4.3.3 Indicators of success
4.4 Legal and compliance
4.4.1 Factors and instruments4.4.2 Monitoring and tracking4.4.3 Indicators of success
4.5 Financial performance
4.5.1 Factors and instruments4.5.2 Monitoring and tracking4.5.3 Indicators of success
4.6 The four result areas: The response and aftermath phases
Table 4.4 Factors to consider in the response phase for each of the four result areasTable 4.5 Factors to consider in the aftermath phase for each of the four result areas
5 Phases of the CCC Model
5.1 The three phases of critical situation handling5.1.1 Standing phase5.1.2 Response phase5.1.3 Aftermath phase
Figure 5.1 The liminal nature of critical situation handling phases
5.2 Moments of truth in phases5.2.1 Moments of truth in standing phase5.2.2 Moments of truth in response phase5.2.3 Moments of truth in aftermath phase
Figure 5.2 CCC indicators for each phase
5.3 The standing phase (1/2)5.3.1 Indicators of capability in the standing phaseTable 5.1 MOTs for identifying leaders and roles in the standing phaseTable 5.2 Checklist for identified leads and their availability for a critical situation
5.3 The standing phase (2/2)
Table 5.3 MOTs for CritSit exercises in the standing phaseTable 5.4 MOTs for communications channels in the standing phase
5.4 The response phase (1/3)
Figure 5.3 Four steps for reviewing a tech budget assessment for critical situations5.4.1 Indicators of capability in the response phaseTable 5.5 MOTs for spokesperson designation in ongoing response phase
5.4 The response phase (2/3)
Table 5.6 MOTs for response review cycle in the ongoing response phaseTable 5.7 Go/no-go decision matrixTable 5.8 MOTs for feedback monitoring mechanisms in the ongoing response phaseTable 5.9 MOTs for internal comms channels in the ongoing response phase
5.4 The response phase (3/3)
Table 5.10 Checklist on internal and external communications outreach plans
5.5 The aftermath phase (1/2)
5.5.1 Indicators of capability in the aftermath phaseTable 5.11 MOTs for ready post-incident team in the aftermath phase
5.5 The aftermath phase (2/2)
Table 5.12 MOTs for post-mortem process in the aftermath phaseTable 5.13 MOTs for applied learnings in the aftermath phase
Table 5.14 MOTs for channel monitoring tools in the aftermath phase
5.6 Breakdown of roles by phase (1/2)Table 5.15 Principal roles responsible for managing a critical situation5.6.1 IT or operations response lead: IndicatorsTable 5.16 IT or operations response lead: Indicators by incident phase5.6.2 Customer outreach lead: IndicatorsTable 5.17 Customer outreach lead: Indicators by incident phaseTable 5.18 Communications lead: Indicators by incident phase
5.6 Breakdown of roles by phase (2/2)
5.6.3 Communications lead: Indicators5.6.4 Chief legal officer: IndicatorsTable 5.19 Chief legal officer: Indicators by incident phase5.6.5 C-suite: IndicatorsTable 5.20 C-suite: Indicators by incident phase
6 Resource areas of the CCC Model
6.1 The four resource areas
6.2 CCC Framework: Indicators
6.2.1 Indicators: The four possible statesFigure 6.1 Typical desired states6.2.2 Driving indicators to desired states
6.3 CCC resources: People
6.3.1 Breakdown of audiences and roles6.3.2 Indicators and best practicesTable 6.1 People resource area: Indicators and best-practice examples
6.4 CCC resources: Processes
6.4.1 Indicators and best practices
6.5 CCC resources: InformationTable 6.2 Process resource area: Indicators and best-practice examples
6.5.1 Indicators and best practices
6.6 CCC resources: TechnologyTable 6.3 Indicators and best-practice examples6.6.1 Indicators and best practicesTable 6.4 Technology resource area indicators and best-practice examplesTable 6.5 Example of evaluation grid for monitoring toolsTable 6.6 Follow-up and execution checklist for the monitoring tools
6.7 CCC indicators: Self-assessment
6.7.1 DebriefTable 6.7 Critical communication capability self-assessment grid
7 CCC improvement and capability levers
7.1 The cycle of monitoring and assessment
7.2 Identifying improvements: Force field analysis
Figure 7.1 Force field analysis and action
Figure 7.2 Force field analysis of open and tested channels
7.3 Adopting best practices
7.4 Agile continual improvement
Figure 7.3 Agile continual improvement
7.5 Regular practice and drills
7.5.1 Utilizing drills and exercises to build capabilityTable 7.1 Tabletop exercise framework7.5.2 Building capability through Toyota Kata
8 Summary and next steps
8.1 Utilizing CCC learning for quick wins and the long-term benefits of further study
Appendix A: Indicators and best practices
A.1 People resource indicator best practiceA.2 Process resource indicator best practice
A.3 Information resource indicator best practice
A4 Technology resource indicator best practice
Appendix B: Typical PR nightmares and response approaches
Table B.1 Responses to typical PR nightmare scenarios
Appendix C: Drills and exercises to build muscle memory
Appendix D: Elements of a critical situation plan
D.1 Plan, review and updateD.2 Threat scenarios and response approaches
D.3 Roles and responsibilities
D.4 Notification: Contact listsD.5 Critical situation plan triggers
D.6 Logistics
D.7 Information flow and updates
D.8 External contact lists
D.8.1 Media contactsD.8.2 Customer contactsD.8.3 Third-party and expert contactsD.8.4 Additional stakeholders
D.9 Information distribution channels
D.10 Messaging and statementsD.10.1 MessagesD.10.2 Draft statements
D.10.3 Statement approval process
D.11 Spokesperson designationD.12 Facts and Q&AsD.13 Rules, guidelines and participants for post-mortems
Appendix E: The CCC story – Nelson Pet Products
E.1 The CCC story: Introducing Nelson Pet Products
E.2 Key players in critical situation handling
E.3 Rationale for building critical communication capability
E.4 Beginning to learn and apply fundamental communications principles
E.5 Embracing a shared approach for business and IT
E.6 CCC Framework from various organizational perspectives
Table E.1 Leadership views of the CCC Model
E.7 Critical situation scenario (1/5)
E.7.1 Nelson discovers a breachE.7.2 Identifying and empowering the critical situation leadership teamTable E.2 Nelson’s senior executive and critical situation leadership teamsE.7.3 Entering the initial response phaseE.7.4 Preparing communications and designating spokespeople
E.7 Critical situation scenario (2/5)
E.7.5 The crisis escalates and decision-making challenges emergeE.7.6 The ongoing response phase and going public
E.7 Critical situation scenario (3/5)
E.7 Critical situation scenario (4/5)
Table E.3 Ongoing issues for the critical situation leadership teamE.7.7 Transitioning to the post-mortemTable E.4 Leadership teams for the three phasesE.7.8 Aftermath and wrap-up
E.7 Critical situation scenario (5/5)
Table E.5 Outreach after Nelson Pet Products post-mortem reportE.7.9 Process assessment
Table E.6 Nelson sample process analysis
E.8 Brand and reputation
Table E.7 Nelson brand and reputation perceptions
E.9 Ecosystem health
Table E.8 Leadership perspectives on the health of the Nelson ecosystem
E.10 Legal and compliance standing
E.11 Financial performance
E.12 Communications channels review
Table E.9 Nelson communications channels review
E.13 Budgeting for critical communication capability
E.14 Breakdown of the leadership teams
Table E.10 Assessment of the Nelson leadership teams for each phase
E.15 Nelson’s views on the state of its resource capabilities
Table E.11 Perspectives on resource areas
E.16 Assessment of significant audiences
E.17 Assessment exercise, learnings and actions
E.18 Using levers to address gaps and vulnerabilities
E.19 Using levers to prepare for a critical situation
E.20 Reflections from key players
E.21 Shoring up Nelson’s critical communication capability
E.22 The teams begin to build muscle memory via tabletop exercises
E.22.1 Scenario
Glossary
Index

Overview

Acceleres has designed the CCC framework to make critical situation handling tractable for organisations of all sizes and to provide a shared frame of reference for assessing and establishing readiness and capability when faced with a crisis situation.

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