Quelles mesures pouvez-vous prendre pour gérer une crise d’identité d’entreprise ?

This is where the most time needs to be spent. Being intentional about every step moving forward from this point is crucial. Don’t rush your process, but still act in a timely manner. It’s very important to approach this holistically.

1. Honest assessment - Understand issue 2. Task Force – Ensure consistent communication to stakeholders 3. Be Open to Ideas – They say during Cadbury worm crisis – a sales officer suggested using Amitabh Bachchan as a voice to regain trust 4. Go Slow to Go fast – Think through & then initiate action rather than knee jerk reactions 5. Walk the talk – Leadership team should be at the forefront 6. Take Corrective action – Important to make changes for the better 7. Clear accountability – Need to have clear owners for each task ensuring timely action 8. Clear communication – stakeholders, employees, customers etc – actions taken should be shared to rebuild trust 9. Documentation – Never forget this issue & be mindful of our actions / approach

To manage a corporate identity crisis, ensure clarity, Transparency, accountability and proactive solutioning. -Gather complete information and ensure clarity -Be honest. Transparency is key to rebuilding trust. - Draft a clear, consistent message : Develop a clear and consistent message for all communications. - Appoint a dedicated team: Designate a team to handle the crisis effectively. -Craft a strategy and brief everyone. - Act fast: Time is of the essence in managing a crisis. -Take immediate action to address the actual issue that triggered the crisis and inform proactively. These steps involve being proactive, transparent, and accountable, and they can help manage the crisis better

Any solution starts with Root Cause Analysis: which provides the right insights for appropriate action. Identify right platform to communicate strategic communication to rebuild the transparency and gain back confidence

A person going through an identity crisis may be preoccupied with certain questions: What am I passionate about? What are my spiritual beliefs? What are my values? What is my role in this company ? Who am I? It is important to note that an identity crisis is not an actual psychological diagnosis. However, identity is a key criterion for diagnosing personality disorders, and it is possible to be diagnosed with an identity issue or disorder. An identity disturbance, which is a criterion for borderline personality disorder, occurs when there is "uncertainty about several issues relating to identity. This can include having uncertainty about one's self-image, gender identity, values, and long-term goals.

I agree this is the first step and should encompass a lot of time and effort. One important exercise I would include in the assessment stage is precisely identifying what your identity should be. Not what it was but what it should be now. Revisit your Mission and your Vision. Redefine your Core Values. Without clarify around these things, the rest of the work will not be meaningful or have the desired impact.

Openly discuss the issue, assess its root causes, restate the company's core beliefs, include staff and clients, successfully handle the media, alert stakeholders, create a crisis response team, and, if need, rebrand in order to continuously monitor and adjust tactics for improvement.

In-depth assessment of the current situation is actually the most important step in resolving the corporate identity crisis. Also it is utmost important to keep this activity focused on root cause analysis rather than making it a blame game.

1. Évaluation rapide : Analysez les causes et l'impact de la crise. 2. Communication transparente :Communiquez ouvertement avec les parties prenantes. 3. Réalignement stratégique : Ajustez la stratégie pour refléter les valeurs fondamentales. 4. Engagement des employés : Impliquez les employés dans la redéfinition de l'identité. 5. Adaptation de l'image de marque : Modifiez l'image de marque en mettant l'accent sur les valeurs positives. 6. Formation continue : Assurez une formation pour comprendre et incarner l'identité révisée. 7. Surveillance constante : Restez attentif aux retours d'information et ajustez au besoin.

It is critical that 'cause & impact' is clearly identified during this process. This helps to filter the relevant solutions from the probable few that are considered as the way forward

There is nothing more infuriating than a non-apology. A recent example is Zara’s reply to the backlash over a campaign that is still mystifying to me as a brand marketer.

Align your goals and objectives with organization values along with stakeholder concerns. The stakeholders and their concerns will guide you to tailor messages for different audiences. Ensure that your message is consistent with your company values and brand identity. Focus on empathy and share your corrective and preventive action plan depending on the severity of the issue. Bring into light the positive impact your company has had. Test your message with a limited group to ensure that your goals and messages are meeting the expectations of your stakeholders. Deploy channels based on your stakeholders. The alignment of goals and messages ensures a unified and effective crisis communication approach, reduces damage and fosters trust.

Totally agree, acknowledging the mistake will reduce community anger, disappointment and might help the brand to survive within this crisis, however an apology should be clear and sincere and it also would help if it was associated with a CSR campaign in the same issue causes.

In the realm of crisis management, a strategic infusion of humor can prove to be a powerful and effective tool. One notable example of this approach comes from the renowned fast-food chain, KFC. Faced with a chicken shortage predicament, the brand demonstrated ingenuity by rearranging its iconic letters to spell "FCK," humorously expressing their shared sentiment with consumers. This unconventional tactic not only diffused tension but also showcased the brand's authenticity and relatability. While humor might not be a one-size-fits-all solution for every company, it can be a potent strategy if tailored to the sensibilities of the target audience. A misjudged attempt at humor can backfire and exacerbate the crisis.

In addition to all that has been shared when re building the trust and making amendments don't overpromise, be time conscious, make sure that you can deliver and comply with the solutions, keep them informed of the progress and acknowledge what still needs to happen. Walk the talk and always remember to look at things from different perspectives so the fix don't defies the purpose.

This is a critical step. Acknowledgement and empathy go a long way as people want to be heard. I understand potential liability can affect word choice. But, phrases like "may have caused" when referring to customer disappointment or feelings sounds like a fake apology.

Making an undifferentiated apology for the crisis may always seem the best strategy, but it is not entirely correct. Coombs (2006) showed how two factors must first be considered: - The consistency between corporate responsibility and victim support; - The consistency between post-crisis communication and the previous (favorable) reputation, which can have a different effect - halo or shield effect - depending on the type of crisis (Caruana, 1997).

Sincerity matters to affected parties and therefore the response must be thought through carefully but worded in simple, easy to understand expressions, taking accountability of what has transpired, and highlighting the plan of remedial action. The less corporate sounding and impersonal the communication is, the better it is. An empowered individual's natural sound bytes shorn of sophistry, and artifice, are for more effective.

The key lies in authenticity in your response. In the present landscape, consumers, audiences, and the like are remarkably discerning; they swiftly detect insincere apologies and responses. Your language and tone must genuinely reflect your brand, with a human connection at its core. A well-crafted apology from even the most brilliant PR team might fall short if it lacks sincerity.

Una persona o una empresa que no es capaz de asumir la responsabilidad de fracasos y riesgos, en mi opinión, no tiene futuro. Una buena comunicación en el equipo es clave, si no podemos comunicar una respuesta como esta entonces estamos frente a una bomba de tiempo.

One of the errors we should avoid is making promises that can't be kept to quickly resolve a crisis can lead to further damage down the line when those promises are not fulfilled.

In my experience, it’s the people on the front line that can tell you what’s gone wrong and often, how to fix it. They also have a gift for giving uncomplicated explanations.

There is no problem with doing mistakes, but it is important that same thing should not happen again, we should learn from that mistake and change our plans or process for future.

What we learned from our 160.000+ database of excitement at spikes is: don't just deliver something that corrects your mistake. But something surprising on top. This often doesn't just repair the problem, but builds loyalty for much longer.

To gain trust for brands, new KPIs need to be created. Instead of focusing everything on financial growth, how about a social KPI? A contribution to the protection and development of a just and democratic society. Of course companies should make money, but the profit margins are usually so large that there are many opportunities to give something back to the society from which they profit. In the EU, as in the US, farmers receive billions in subsidies and are often paid less for their work than the cost of production. A brand that takes a clear stance here and pays fair prices to producers and employees would certainly be perceived as more trustworthy. And there are certainly many other areas where there are further opportunities...

To rectify identified issues and enhance organizational performance, it is imperative to swiftly implement targeted corrective actions. Prioritize the most critical areas requiring improvement and develop concrete plans for resolution. Regularly monitor the progress of these actions, adjusting strategies as needed to ensure effective and sustainable solutions.

My promise is my honor.. empty promises leads to breaking trusts and client loyalty. Corrective actions implementation should be followed ensuring every t is crossed and I is dotted. Ensure that you follow up on corrective actions taken and follow continuous improvements.

Cuando se están haciendo correcciones es bueno estar buscando retroalimentación desde varias perspectivas y con eso tomarlo para seguir avanzando en la promesa establecida y de ser necesario echar para atrás algunas correcciones para rediseñarlas y poder avanzar

Solving an identity crisis takes a lot time, and a whole lot of patience. It starts with charting a new direction with an updated and consistent, set of company values, rituals, and symbols. Perhaps get tactical to begin with. What needs to change on a day-to-day basis and how can each one play a part? Every proposed change, across levels, must circle back to the revised framework. This means reinforcing your company’s core values in every action and aspect of how your people work.

Not only corrective action but a preventive action plan is essential after accepting responsibility with empathy towards the stakeholders. All your stakeholders are watching your organization's actions and how you respond. The timing of the correction action is very important so it does not become a little too late. But before you implement the corrective action, it is important to have your stakeholders express what a corrective action response should look like. You do not want to create another PR nightmare in a crisis. Gather feedback and plan to report on the corrective actions and their impact in the coming days if the severity of the crisis is very high.

Trust and reputation are like glass; once broken, they will always show cracks. Rebuilding trust and reputation is a longer journey, depending on your crisis. Depending on their response and its impact on the community, BP and the oil companies that created the environmental disaster will probably take a long time to recover. You have to leverage the community, create brand ambassadors within the community, and educate them. You have to be involved and show up to rebuild your brand promise. It will take time, but you can build it back up with authenticity and deliver on your brand promise.

Rebuilding trust and reputation is about demonstrating a commitment to brand values, communicating effectively, showcasing strengths, and engaging with the audience in a meaningful way. This holistic approach helps restore the brand's identity and value, laying a foundation for a stronger, more resilient future.

Authenticity is key to building, sustaining, and regaining trust. A well led brand will not only have a very clear point of view on who it is, what it values, and the behaviors it will and will not tolerate, it will have the courage to hold to it come hell or high water. This resolute commitment will ensure the right actions to help prevent a crisis before it starts AND provide a roadmap to navigate through a crisis should one arise.

Your relationship with your Audience will matter here 🤯👇🏻 - Rebuild trust by showing commitment to your brand promise. - Showcase strengths, achievements, and positive impact. - Highlight differentiation and competitive advantage. - Engage with the audience to foster relationships and a brand community.

Also value ur team mates & make them confident in working jointly towards growth. Understand well ur competitors & make corrective measures aiming ur goal in the market

Difficult but still possible. It's a long term tactical job. Demonstrating that the company has learned from the crisis is essential. This involves transparently communicating what went wrong, what has been learned, and how future incidents will be prevented. Working on authenticity, avoiding overtone and carefully listen to feedbacks and criticism is key. Long-term, sustainable actions speak louder than immediate but short-lived responses. Committing to tangible, ongoing improvements will have a more lasting impact on rebuilding trust and reputation.

Its the way a brand deals with a crisis that impacts its level of trust. Handled well (see above) a crisis can prove the merit of a brand and improve its perceived trustworthiness!

Rebuilding fractured bonds honestly requires a lot of patience and persistence. In my case, customers lost faith after a dip in our service quality. But even after it's fixed, trust rarely restores overnight. What helped us was listening to grievances without becoming defensive, and then consistent constructive actions to address concerns. Months later, we slowly saw our customers respond positively to our progress, stronger than before. That candor was a turning point for us internally. The whole thing was not easy but so very worth it.

1. Transparent Communication: Proactively address the crisis by openly communicating with stakeholders about the issues at hand, the steps being taken to resolve them, and the timeline for recovery. Consistent and honest updates help rebuild trust by showing that the company is accountable and committed to rectifying the situation. 2. Demonstrate Action and Accountability: Take swift and visible actions to correct the mistakes that led to the crisis. This might include implementing new policies, making leadership changes, or engaging in corporate social responsibility initiatives. Publicly acknowledging any shortcomings and showcasing tangible efforts to improve can help restore the company’s reputation over time.

Gradually regain people's trust. Keep your promises and highlight the good changes. Be open about what you're doing, so people know you're accountable and working to restore trust and reputation.

With the dust settled, make sure You take Your lessons so that history doesn’t repeat itself. Document everything: updated policies, new quality control training programs, transparency reports, etc. But stay agile, this is not the time to become arrogant with the “lessons learned” mindset. Collecting employee ideas for continual improvement will keep You alert while celebrating the rebuilt bonds with customers.

Evaluating and Learning: A Strategic Perspective Effectiveness Assessment: Measure the outcomes of crisis management actions to gauge their impact. Assess what worked and what can be refined. SWOT Analysis: Identify strengths, weaknesses, opportunities, and threats surfaced during the crisis. This analysis guides strategic improvements. Data-Driven Insights: Analyze collected feedback and data for valuable insights. Use this information to refine brand strategy, positioning, and communication. Documentation for Future: Document lessons learned, best practices, and recommendations. This documentation becomes a crucial guide for future crisis management.

After identifying the inconsistence, take the right action as needed to make changes on the company's policies and practices inline to the company's core value. Follow this with continuous monitoring to ensure it goes according to the decision made.

It's a common misconception to think that once a corporate identity has been restructured, it will function properly without ongoing supervision. Since we are discussing a correction, many people are likely to be hesitant to accept a new message after a previous failure. Therefore, one of the most crucial aspects after relaunching an idea, identity, or brand is continuous monitoring. The same team that delegated actions and orchestrated the new restructuring must implement a rigorous follow-up plan. Thus, the process returns to its starting point: constant collection of information, regular analysis of the brand's reputation, and making adjustments on the go. Maintaining coherence and consistency is essential to shift existing perceptions.

Once the crisis is under control, conduct a thorough evaluation of the incident and your crisis management response. Identify strengths and weaknesses in your processes and communication strategies. Use this evaluation as a learning opportunity to enhance your crisis preparedness for the future. Consider updating policies, refining communication protocols, and conducting training to better equip your organization to handle similar challenges.

The core value of the brand must be restored and this requires an overall analysis of the team currently responsible. Resetting the main value of the brand can be done with a brand audit with the function of restoring the main value of the brand or adding other things that are currently no longer relevant so that they can be accepted again by customers well. Agencies that have been working with the brand can be considered for re-selection so that they can create a new image related to the brand

If we do not take the opportunity to learn from the crisis and to evolve, it can be a major oversight. Post-crisis analysis is important for future prevention and improvement.

Think about what happened and learn from it. Look closely at what went wrong and why. Use this knowledge to make things better inside, prevent similar problems in the future, and create a culture of always getting better.

Evaluate and make decisions that may appear risky and frightful but can yield benefits in the future. One has to muster the courage to change the mind when the environment changes and that requires a different approach to the business.

One of the most important things with crisis management is making sure that employees are adequately trained for this. Employees are essentially your brand ambassadors during a crisis and it's extremely important to have regular communication internally. If employees are well engaged and informed, they can support during crises.

In my experience, the best way to deal with any crisis is to be prepared with a well defined playbook. At the beginning of each year, list down the probable issues (eg. Data breach, product/service downtimes etc.) that may have an adverse impact on the brand and business. Once the list is ready, review the same with your agency and lay down the guidelines to tackle the issue. Review and revise the playbook each year

Assess the risk to the brand. And devise a critical path to identify these risks and devise probable solutions. Identify a spokesperson and devise Q&As; media training; devise Comms plan; ensure CEO takes to the stage. Monitor customer feedback and address each issue considering direct responses to customers. Be proactive with media: respond in a timely manner using pre-prepared material; update and adjust as required. Document strategies with lessons to be learned. Report to management and staff in lunch box sessions to educate so they are prepared for future events or for updating communications.

Organisations should have pre decided crisis focus team, training via crisis management experts, must have crisis manual with possible crisis scenarios/ possible responses. Manual to include escalation matrix for faster response time.

A great example is the way car brands recall vehicles to fix manufacturing defects. Recently Tesla recalls 1.6 million in China to fix Self-Driving Systems.

Crisis management with honesty & authenticity Great brands across sectors have shown strength and character when it comes to crisis management which directly affects brand identity and reputation. We have seen Volkswagen, Nestle or Virgin wading through crisis time and again and coming up trumps eventually. And when one analyze the common factors which helped they would be: 1. Acceptance of the issue in hand or a mistake committed, by the leadership 2. Quick yet considered response assuring their customers of corrective actions 3. Great commitment to never repeat the mistake The PR & Social machinery in all cases is fully tested and must be admired is how authenticity and honesty are two values which comes into play

ENTENDER O MOMENTO As marcas que entendem o momento e conseguem surfar nesse território dinâmico, de forma consistente, e sem mudar seu foco, hoje são as mais amadas. São as marcas reconhecíveis. Mudar de forma rápida, hoje, virou o nome do negócio. Mas perder a identidade para aumentar a visibilidade e garantir a performance ao longo do tempo derruba o awareness e torna as marcas cada vez mais efêmeras, sem valor e mais parecidas umas com as outras.

In my view, Effectively manage a corporate identity crisis by promptly acknowledging the issue, unifying messaging across channels, ensuring leadership visibility, engaging stakeholders, managing brand visibility, fostering internal communication, seeking expert advice, learning from the crisis, rebuilding trust through positive actions, and continuously monitoring and adapting strategies for long-term recovery.

First: take it seriously, don't just delegate to the Corporate Communications team but let senior management the Board take onus. Lock them in a room, virtual or otherwise, until they decide next steps Second: strike the right time, don't be arrogant Third: make sure your employees are told first, run it by them and incorporate their suggestions

In my opinion this article misses the most important step to successfully manage - and survive - a corporate identity crisis. This article discusses what needs to happen AFTER a crisis, but even more important is what needs to happen BEFORE a crisis: building a reputation as a brand that always acts in unabashedly customer-centric, customer-friendly, customer-obsessed ways and one that communicates with customers openly, authentically, frequently and transparently. The amount of trust, respect and customer love a brand has going into a crisis goes a long way in determining the amount of goodwill consumers extend to a brand coming out of a crisis.