Question

You walk into your office one morning and see an article on your desk. You pick it up and realize that Mr. Barney, the CEO, placed it there! He also has some questions on a post-it note and a request for recommendations. Max Barney was exhausted. He had just finished a long meeting with his current VP of Headquarter Operations, Michael Brown. Michael, who was himself getting ready for retirement, was giving Barney a rundown of a recent crisis that impacted the company. While the dust seemed to be settling, Barney recognized that this was one of the worst things to ever happen to his company. Michael recalls the crisis in the following way: “On the morning of January 19th, I got a call from Joanne Edwards, my contact at our major distributor, Happy and Healthy Foodmart. She told me that three of her customers had complained that Biotech’s echinacea had made them ill. I called our legal department immediately to put them on alert. By noon that day, the number of reported illnesses had risen to seven. By January 22nd, the worst possible news came in – one of those people had actually died. I called my team together immediately to come up with a plan for an immediate Recall. We needed to manage this crisis with our employees, our distributors, and most of all our customers. Controlling the message to the public and the media was critical. We’d had Recalls before, but never in reaction to a customer death. This was a whole new ball game for us. Once the Recall had been put in place, we needed to get to the bottom of the echinacea problem. We started looking at the suppliers and ended up in the Purchasing Department. When we discovered that Henrietta Higgins, the Assistant Director of Purchasing, had cut a deal with a new supplier I became furious, Max. I mean, it was not one of my proudest moments.” “That’s understandable,” replied Max, “go on. Tell me more.” “Well, Higgins received an offer from a new supplier to buy genetically modified echinacea. She explained that she thought it was a good move because it would save the company over 20% on the wholesale price. She made the decision unilaterally, Max, without every going to her supervisor or to me to discuss it.” “What did you do when you found this out?” asked Max. “I fired her, of course. We had no other choice, Max. It’s because of her we have this crisis. And on top of that, we’ve decided to halt all sales of all echinacea in the foreseeable future.” “Who’s we?” Max asked, with concern in his voice now. “My team, of course. I told my managers about my decision and they’re all behind me 100%. We all know how important it is to act quickly in this situation, Max. You can trust me to turn this situation around.” Max left the meeting sure about two things. First, he was secretly relieved that Michael was nearing retirement. The new VP of Headquarter Operations could start fresh. Second, he had just finished reading an article about a “Crisis Ready Culture”. He knew that it was time for Biotech to start developing a crisis-ready culture. Max drops by your office with a copy of that article. He has a post-it note on the article, with the following questions and a request for recommendations:

Three specific and actionable recommendations that Biotech leadership could implement to develop this crisis-ready culture.

Answer 1

Three specific and actionable recommendations that Biotech leadership could implement to develop this crisis-ready culture can be as listed as below :-

1. Crisis Ready culture can be developed by implementing predictive techniques in the organisation from initial product development stages till marketing and distribution to identify crisis situations and possible risks for the company. A plan of action can be defined. It makes the steps clear to counter the risk and defines the roles and responsibilities of the team in a crisis situation to act in coordination.

2. Biotech companies can use creative business models and artificial intelligence to deal with any possible crisis and risk outcomes , there chances of occurrence and accordingly taking measures to avoid the risks and the crisis situation.

3. It is important to provide regular training and communicate with the team, encouraging them to share the risks involved in the situation from innovation to incorrect manufacturing or wrong communication etc. It will prepare the team to understand and act collectively to avoid and deal with crisis effectively.