The Impact of Y2K on Crisis Management: Widening the Stakeholder Circle for Crisis Prevention and Re

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The Impact of Y2K on Crisis Management
Widening the Stakeholder Circle for Crisis
Prevention and Response

• ISCRAM 04
• Brussels 4 May 04
• Elia Chepaitis
• Fairfield University
• Fairfield, Connecticut, USA
• echepaitis_at_mail.fairfield.edu

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Y2K

• Oversight
• Standards
• Inter-organizational industry-wide nad
  sector-wide planning
• Public awareness
• Enforced deadlines
• Funding
• Upgrading

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Unique Breadth of Reaction

• Compliance
• Readiness
• Congressional hearings
• Expert witnesses
• Responsibility
• Liability
• Insurance and other stakeholder input and
  interest
• Legislation

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Holistic Approach

• Hardware failure
• Embedded chips
• Elevators
• Doors
• Security systems
• Software failure
• Crimes of opportunity
• Hacking
• Crimes of premeditation
• Cyberterrorism

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A Huge Leap Forward

• Multi-party risk assessment
• Data quality control
• Contingency planning
• Focus on prevention
• Coordinated efforts across sectors
• Resource allocation, invention and investment
• Truly global commitments
• Universal reach
• from government to transportation to healthcare
  to banking to education to publishing to
  utilities to the military, retailers, and
  libraries

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The Public Arena

• Executive branch
• Millennium task forces
• Presidential power
• Daily briefings
• Mission Critical
• prioritization
• Damage assessments
• Willingness for broad preparedness

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Imagery

• Time Bomb 2000 Ed Yourdon
• Transportation, utilities, banking and finance,
  food, news and information
• Emergency services, health/medicine, embedded
  systems
• Education, government, mail and telephone
  services
• Fallback Advice
• 2-day, 1 month, 1 year, 10 year failures

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Managing Crisis Prevention Involves Managing
Impressions

• The eleventh hour
• One bad apple spoils the whole bunch
• Impacts. The Millennium Bug. Michael Hyatt
• Primary infrastructure
• Banking and credit card industries
• Federal, state, and local government
• Litigation and the legal system
• Health care
• The myth of continuity preparing for post Y2K

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Hyperbole and its discontents

• Where the rubber meets the road
• Mobilizing intelligence
• Will
• resources
• Accusations of bad information, false hopes,
  misguided beliefs
• A two-edged sword
• Scenarios, Contingency planning, fallback
  strategies

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Public perception matters

• Striking a balance
• Critical
• Legitimacy and credibility
• Sustain attention
• Galvanize support
• Encourage LEARNING
• Ongoing Investments
• Agility

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Leadership

• Success has a thousand fathers, failure has but
  one
• Yardeni, Yourdon et al.
• No permanent coordinating and informing bodies
• No lasting legislation
• Impediment Y2K as a joke
• Popular impatience with complexity and
  contingency

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A giant lapse backward?Lines of progress
Truncated

• Open-ended commitments
• Education efforts
• Standards and assistance
• Inter-organizational cooperation
• Focus on infrastructure
• The context for operability
• Continuance
• Impetus for CSO gt CIO ?