Do you sleep at night secure in the knowledge that you have a plan in place should there be a product issue in your business? Or do you drop off with a nagging feeling that there are gaps in your preparedness and with your fingers metaphorically crossed?
You won’t be alone if it’s the latter – typically because some challenges seem simply too hard to address, and often because crisis management is nobody’s core job and therefore finding the time to address the issues is challenging. But putting in the legwork during business as usual saves time in the long-run, along with reputation and money.
Two-fold purpose
Crisis preparedness has two functions: establishing resources to use and processes to implement if there is a live product issue to deal with; and building robust systems and ways of working which minimise the likelihood of adverse events occurring in the first place.
Our four-phase methodology offers broad guidance on where you might focus your resources. The phases are: Review, Develop, Embed and Test. Ideally this is a continuous cycle: once the testing phase is complete, you return to the review phase to build in lessons learned and review processes again. Clients might work with us through all four stages, or, and more typically, work on one or two phases only. This four-phase cycle is also a useful guide for organisations undertaking their own preparedness work.
So, how should you go about designing an effective preparedness process?
Review
For anyone who doesn’t know where to start with recall preparedness, TEAM LEWIS has a useful tool – RecallOptic – which measures recall preparedness through a series of weighted questions on topics from governance to recall implementation, roles and responsibilities to training. The resulting gap analysis highlights where the most pressing needs for preparedness lie.
We also offer clients a topline review of their recall procedure where we can report back to them on any gaps or areas to expand on, or, as is often the case, how the plan can be simplified. Sometimes this review simply tightens up a procedure, other times it serves to identify where budget should be focused.
The Review phase can also include interviews with internal stakeholders, examination of other, related recall documentation and study of near misses and actual withdrawals and recalls to understand what went well and what didn’t.
The final part of the Review phase will be a proposal for the development or amendment of processes, procedures and other resources as determined by the findings of the review.
Develop
During the Develop phase we’ll often write, or update, the materials needed to conduct an effective recall. This might include a crisis management framework, setting out crisis responsibilities and internal escalation routes; a crisis communications plan that aligns with the overall crisis plan and provides templates for holding statements, recall notices and Q&As, as well as guidance on using social media channels in a recall; and specific checklists for managing the recall of a product, and tailored to suit branded, own-brand and component products.
Embed
The next phase is to embed the process; it’s no good having an immaculate recall plan if no-one knows about it. Embedding is best achieved in a workshop format so that trainers can guide participants through the process, building in short tests throughout to check learning and maintain engagement. It’s also important for new-joiners to be briefed so recall or crisis management should be part of the induction process.
Test
Once the recall process is embedded, it, and the people who enact it, can be tested. Tests are in the form of simulation exercises. We run exercises of all shapes and sizes, tailored to meeting clients’ objectives and budgets. They can be run online as discussion-based events (useful for a new or inexperienced team) or as role-played, in-person exercises. Typically we include live traceability and always a realistic scenario. The review at the end of the exercise is essential to identify lessons learned and areas for improvement – which can then be plugged back into the process.
Conclusion
Being properly prepared really will help bring reassurance that your organisation is ready to respond swiftly if a product issue strikes. Proactive measures taken during business as usual can significantly reduce the cost, disruption, and reputational damage associated with recalls. Even small improvements can make a huge difference.
Contact [email protected] for support with your crisis preparedness.
