Image module

Crisis Management

.01

CRISIS

Fatalities, environmental disasters, lockdowns, cyberattacks, boycotts, regulatory threats, white collar scandals, social conflicts, dreadful frontlines, hostile social networks; crisis come in many different ways. Under enormous pressure, facing escalation while running against the clock with few and contradictory information, the understanding of the situation and decision making in crisis scenarios demands strong leadership to respond and communicate with speed and coherence.

.02

BIO

Consultant, author, lecturer and strategic crisis management capacity building facilitator. Has provided services to over one hundred private companies and institutions in his country and abroad. Graduated as a lawyer at the Pontificia Universidad Católica del Perú, followed by postgrad studies in the same university as well as doctoral studies in Administration and Direction at the Universidad Politécnica de Cataluña and the Universidad Peruana de Ciencias Aplicadas. Has been part of the High Level Business Program (PAD) of the Universidad de Piura, also on the Executive Education Program on Strategic Crisis Management and the Leading High Impact Teams, both at the Kellogg School of Management. Finally, followed the Executive Education Program on Reputation from the Tuck School of Business and Reputation Institute.
Was the first executive director, and afterwards president, of the National Environmental Council, the pioneer environmental authority in Perú,

 consultant for the International Development Bank on the mega gas Camisea Project, governmental relations manager for the two gold world class in Perú operations of Barrick Mining, ProNaturaleza´s Foundation executive director, founder and president of the Amcham Sustainable Development Committee, and founder and secretary of the ISO 26000 Committee on Social Responsibility.
Also was lecturer on the Universidad Peruana de Ciencias Aplicadas Postgrad School, where he was twice chosen as its best professor. Is the only independent professional recognized by the Leaders League ranking on Strategic Communication and Crisis Management in Peru. Author of Crisis Management: What to do when all is against us? (2015) and of 50 Crisis Autopsies: Why the response kills more than the problem itself? (2018). Both books published in Perú, Colombia, and Mexico.

Consultant, author, lecturer and strategic crisis management capacity building facilitator. Has provided services to over one hundred private companies and institutions in his country and abroad. Graduated as a lawyer at the Pontificia Universidad Católica del Perú, followed by postgrad studies in the same university as well as doctoral studies in Administration and Direction at the Universidad Politécnica de Cataluña and the Universidad Peruana de Ciencias Aplicadas. Has been part of the High Level Business Program (PAD) of the Universidad de Piura, also on the Executive Education Program on Strategic Crisis Management and the Leading High Impact Teams, both at the Kellogg School of Management. Finally, followed the Executive Education Program on Reputation from the Tuck School of Business and Reputation Institute.
Was the first executive director, and afterwards president, of the National Environmental Council, the pioneer environmental authority in Perú, consultant for the International Development Bank on the mega gas Camisea Project, governmental relations manager for the two gold world class in Perú operations of Barrick Mining, ProNaturaleza´s Foundation executive director, founder and president of the Amcham Sustainable Development Committee, and founder and secretary of the ISO 26000 Committee on Social Responsibility.
Also was lecturer on the Universidad Peruana de Ciencias Aplicadas Postgrad School, where he was twice chosen as its best professor. Is the only independent professional recognized by the Leaders League ranking on Strategic Communication and Crisis Management in Peru. Author of Crisis Management: What to do when all is against us? (2015) and of 50 Crisis Autopsies: Why the response kills more than the problem itself? (2018). Both books published in Perú, Colombia, and Mexico.

.03

PERSONAL STATEMENT

I have witnessed many crises, become victim of some, unintended author of others, advisor in many, and curious of them all. Crisis are too complex to be fully understood, but also too fascinating to not sharing their lessons. I have been professionally devoted to them in my last 20 years and I have found that under its enormous diversity there are clearly defined phases and patterns, common biases and deviations, classic mistakes, hard dilemmas, and hidden opportunities to which we respond with paralysis or impetus, wisdom or foolishness, or a wide and intermittent mix. We always observe this when judging how this or that person handled their crisis. Being comfortably far from the angst and pressure that crises trigger, we can understand the drama objectively, with clarity and compassion.

Its ignition, course and descent are revealed to us almost from the beginning. But for some reason we lost such ability when we have a playing role in a crisis, when confusion stuns us, menaces expand and the media turns aggressive. We see clearly how everyone else makes mistakes, just as they see the same in us when we are the victims.
When we study crises, we learn. If shared, this knowledge can help people, organizations and society to protect the value they have built with so much effort when they are amidst turbulence. To share this with those who did not have these experiences, or who had them but failed to learn, or learned but forgot to unlearn the wrong lessons. If I may have a mission, building and sharing this knowledge would be it, as long as my abilities, space and time allows me.

.04

SERVICES

CRISIS MANAGEMENT WORKSHOPS

In order to be prepared for high negative impact events, teams should strengthen their strategic capabilities, skills and attitudes. A capacity building process may be composed of training sessions and workshops where different issues are covered:
Understanding the nature of crisis: Patterns, dynamics, decision making (underestimation, paralysis, overestimation and escalation), time/control paradox, value destruction and reputation damage.

Damage control techniques: Based on my Strategic Crisis Management Toolkit* organizations can quickly -perhaps in half a morning- determine the critical issues and define clear contention methods required to deter further damage expansion.

Communication: Understanding how public opinion is shaped and how to define messages through a desired perception, positioning, repetition, fact support, questions and answers and techniques for written public statements, press conferences and interviews with spokespersons, as well as social network presence.

CRISIS SIMULATIONS

Simulations are realistic exercises developed from a hypothetical tailored case. None of the participants know any of the details beforehand. Designed with preparatory meetings to collect information and identify potential vulnerabilities, teams are challenged to quickly respond to a high complex scenario with multiple stakeholders, increased risks, incomplete and confusing information, time pressure and unexpected outcomes.
The exercise identifies strengths and weaknesses on decision making, time use, multitasking, resilience, adaptation, flexibility, as well as empathy and leadership. All combined with communication strategies, key messages deployment, and spokesperson skills in order to integrate media training to the exercise.

ADVISOR FOR CRISIS SITUATIONS

Perspective and orientation, mindset and tools, anticipation and down to earth strategies. Perhaps a helping voice near is the most needed under threatening circumstances:

– Understand the overall situation including the underlying drivers
– Foresee upcoming scenarios
– Identify and assess contention options
– Define a strategy of crisis control
– Write down a plan with duties, responsibilities, and timeframes
– Define a communication plan with key messages and deployment channels
– Scan the evolution and be prepared for unexpected circumstances

CRISIS MANAGEMENT PLANS

An executive protocol specifically designed for your organization, its structure, management style, risks and environment, can efficiently and rapidly provide direction to face the oncoming crisis head on.
A clearly written document will provide order and sequence to teams by explaining when to press the crisis button, how internal notices must run, who is part of the crisis committee, which are their member tasks before and during a crisis, who finally decides what to do and what to say.

CRISIS MANAGEMENT WORKSHOPS

In order to be prepared for high negative impact events, teams should strengthen their strategic capabilities, skills and attitudes. A capacity building process may be composed of training sessions and workshops where different issues are covered:
Understanding the nature of crisis: Patterns, dynamics, decision making (underestimation, paralysis, overestimation and escalation), time/control paradox, value destruction and reputation damage.
Damage control techniques: Based on my Strategic Crisis Management Toolkit* organizations can quickly -perhaps in half a morning- determine the critical issues and define clear contention methods required to deter further damage expansion.
Communication: Understanding how public opinion is shaped and how to define messages through a desired perception, positioning, repetition, fact support, questions and answers and techniques for written public statements, press conferences and interviews with spokespersons, as well as social network presence.

CRISIS SIMULATIONS

Simulations are realistic exercises developed from a hypothetical tailored case. None of the participants know any of the details beforehand. Designed with preparatory meetings to collect information and identify potential vulnerabilities, teams are challenged to quickly respond to a high complex scenario with multiple stakeholders, increased risks, incomplete and confusing information, time pressure and unexpected outcomes.
The exercise identifies strengths and weaknesses on decision making, time use, multitasking, resilience, adaptation, flexibility, as well as empathy and leadership. All combined with communication strategies, key messages deployment, and spokesperson skills in order to integrate media training to the exercise.

ADVISOR FOR CRISIS SITUATIONS
Perspective and orientation, mindset and tools, anticipation and down to earth strategies. Perhaps a helping voice near is the most needed under threatening circumstances:
• Understand the overall situation including the underlying drivers
• Foresee upcoming scenarios
• Identify and assess contention options
• Define a strategy of crisis control
• Write down a plan with duties, responsibilities, and timeframes
• Define a communication plan with key messages and deployment channels
• Scan the evolution and be prepared for unexpected circumstances

 

CRISIS MANAGEMENT PLANS

An executive protocol specifically designed for your organization, its structure, management style, risks and environment, can efficiently and rapidly provide direction to face the oncoming crisis head on.
A clearly written document will provide order and sequence to teams by explaining when to press the crisis button, how internal notices must run, who is part of the crisis committee, which are their member tasks before and during a crisis, who finally decides what to do and what to say.

.05

CLIENTS

ASBANC
ASOCIACIÓN PERUANA DE AVICULTURA
AVÍCOLA REDONDOS
AVÍCOLA SAN FERNANDO
BANCO CENTRAL DE LA REPÚBLICA DOMINICANA
BANCO DE LA NACIÓN
BANCO FALABELLA
BCP
BONAPHARM
CEMENTOS YURA
CIBERTEC
CLÍNICA EL GOLF
CLÍNICA INTERNACIONAL
COOB PERÚ
COLEGIO NEWTON
CONSERVATION INTERNATIONAL PERÚ
CREDICORP
CROSLAND
DELOSI KFC
ELECTRO SUR ESTE
ELECTROPERÚ
ENERSUR
ESTUDIO MIRANDA AMADO
EXECUTIVE FORUM
FONDO MIVIVIENDA
FUNDACIÓN ROMERO
FUNDICION MEPSA
FUNDICIÓN PIRA PORA BRASIL
GALLAHER SEGUROS
GRANJA RINCONADA DEL SUR

GRANJA SANTA ELENA
GRUPO MICHELL
HOTELES LIBERTADOR
INCA RAIL
INDECO
INKABOR
IPAE
JV RESGUARDO
KIMBERLY CLARK ECU-VEN-BOL-COL
KIMBERLY CLARK PERÚ
LA POSITIVA SEGUROS
LATINA TV
MEDCO
MIBANCO
MIFARMA
MINERA ANGLOAMERICAN MICHIQUILLAY
MINERA ANGLOAMERICAN QUELLAVECO
MINERA ANTAMINA
MINERA ARES
MINERA ARGENTA – ARGENTINA
MINERA CERRO VERDE
MINERA GOLDFIELDS LA CIMA
MINERA HORIZONTE
MINERA LAS BAMBAS
MINERA LOS CHANCAS
MINERA MILPO
MINERA MINSUR
MINERA MISKY MAYO
MINERA PAN AMERICAN SILVER PERU

MINERA PITINGA BRASIL
MINERA QUECHUA
MINERA SOUTHERN PERÚ
MINISTERIO DE ENERGÍA Y MINAS
MINISTERIO DE RELACIONES EXTERIORES
MONTANA
NAVIERA TRANSOCEÁNICA
NEXTEL
PARCO ARAUCO PERÚ
PETROTAL
PLUSPETROL
PRIMA AFP
PROMPERÚ
QUÍMICA SUIZA
ROCHE
SAN MARTIN CONTRATISTAS
SEDAPAL
SEGUROC
SEGUROS RIMAC
SN POWER – CHEVES
SNMPE
SOUTHERN PERÚ
SUNAFIL
SUNARP
SUNASS
TASA
THE WORLD BANK
UNILEVER PERÚ
UPC
WEIR MINERALS PERÚ

ASBANC
ASOCIACIÓN PERUANA DE AVICULTURA
AVÍCOLA REDONDOS
AVÍCOLA SAN FERNANDO
BANCO CENTRAL DE LA REPÚBLICA DOMINICANA
BANCO DE LA NACIÓN
BANCO FALABELLA
BCP
BONAPHARM
CEMENTOS YURA
CIBERTEC
CLÍNICA EL GOLF
CLÍNICA INTERNACIONAL
COOB PERÚ
COLEGIO NEWTON
CONSERVATION INTERNATIONAL PERÚ
CREDICORP
CROSLAND
DELOSI KFC
ELECTRO SUR ESTE
ELECTROPERÚ
ENERSUR
ESTUDIO MIRANDA AMADO
EXECUTIVE FORUM
FONDO MIVIVIENDA
FUNDACIÓN ROMERO
FUNDICION MEPSA
FUNDICIÓN PIRA PORA BRASIL
GALLAHER SEGUROS
GRANJA RINCONADA DEL SUR

GRANJA SANTA ELENA
GRUPO MICHELL
HOTELES LIBERTADOR
INCA RAIL
INDECO
INKABOR
IPAE
JV RESGUARDO
KIMBERLY CLARK ECU-VEN-BOL-COL
KIMBERLY CLARK PERÚ
LA POSITIVA SEGUROS
LATINA TV
MEDCO
MIBANCO
MIFARMA
MINERA ANGLOAMERICAN MICHIQUILLAY
MINERA ANGLOAMERICAN QUELLAVECO
MINERA ANTAMINA
MINERA ARES
MINERA ARGENTA – ARGENTINA
MINERA CERRO VERDE
MINERA GOLDFIELDS LA CIMA
MINERA HORIZONTE
MINERA LAS BAMBAS
MINERA LOS CHANCAS
MINERA MILPO
MINERA MINSUR
MINERA MISKY MAYO
MINERA PAN AMERICAN SILVER PERU

MINERA PITINGA BRASIL
MINERA QUECHUA
MINERA SOUTHERN PERÚ
MINISTERIO DE ENERGÍA Y MINAS
MINISTERIO DE RELACIONES EXTERIORES
MONTANA
NAVIERA TRANSOCEÁNICA
NEXTEL
PARCO ARAUCO PERÚ
PETROTAL
PLUSPETROL
PRIMA AFP
PROMPERÚ
QUÍMICA SUIZA
ROCHE
SAN MARTIN CONTRATISTAS
SEDAPAL
SEGUROC
SEGUROS RIMAC
SN POWER – CHEVES
SNMPE
SOUTHERN PERÚ
SUNAFIL
SUNARP
SUNASS
TASA
THE WORLD BANK
UNILEVER PERÚ
UPC
WEIR MINERALS PERÚ

.08

PERSONAL STATEMENTS

.09

BOOKS

Image module
Image module
.10

BLOG

VIEW MORE
.11

CONTACT

pr@paulremy.com

(51) 993481036

Banner image

Banner image