nitrokruto.blogg.se - Red alert 3 upheaval

How do you know which crises belong in which color grouping? Start by thinking up every possible scenario your business can face. If you do nothing else, try to either reduce the probability a Red Range event will occur or take the steps necessary to reduce its impact on your business. It can be tempting to work on the Blues and Greens as they take less time and effort to solve, but it may come at the expense of time and resources you could have been using to focus on the crises that will have a serious impact on your business and its operations. Those in the Blue and Green ranges don’t warrant as much attention as they won’t adversely affect your business in the long run even if they do happen. Those crises that fall in the Red Range are the ones you need to focus on most, followed by those in the Yellow Range.

Green Range – These events have a low impact and aren’t very likely to occur.

Blue Range – These events have less impact on your business but a higher probability of occurring.

Yellow Range – These events have a major impact on your business but a lower probability of occurring.

Red Range – These events have a high probability of occurring and have a major impact on your business.

Again, in crisis planning the goal is to go from the first stage – the stage where a crisis could occur – to this stage where a full-blown crisis never occurred or was handled quickly and efficiently because you did your due diligence when it comes to planning.Īny crisis falls into four distinct ranges: This is the turning point where you can turn a challenge into an opportunity. This period can last indefinitely if you failed to do proper planning or failed to respond properly. This is either a time to breathe a sigh of relief because you handled things well or fight your way through upheaval, financial stress, management shake-ups, the loss of customers and at its worse, bankruptcy or the loss of your business. This is sometimes referred to as the clean-up phase.

The acute stage is the shortest of the four phases. The key is to control what you can as much as you can so you can move the situation to the next stage as quickly as possible. You will lose some ground, events will occur and you may experience some damage. This is the time when you want to assess the impact an actual crisis could have on your company, employees, customers, suppliers, operations and bottom line. The event hasn’t happened yet and you may have not even recognized that it could happen. The ideal response would be to eliminate Stage 2 and 3 below with proper planning and responses. The goal of crisis planning is to move as quickly from the pre-crisis stage to the post-crisis stage.