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Cyber Attack

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Submitted By dorrellx
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Abstract
Failing to communicate and collaborate in crisis or emergency situation will undoubtedly increase the vulnerability of an organization toward potential crisis. This paper highlights the significance of effective communication and collaboration at different levels in the event of or during a crisis. This is a case of a cyberattack against Sony Pictures Entertainment once on December 3, 2014 and another attach on December 8, 2014 was considered for the purpose of this research. These cyberattack shows how techniques are not just a strategic weapon to bring down societies or to terrorize societies. But it shows that attackers are getting increasingly comfortable with using cyberattacks and can quite easily gain access to consumer personal information, business information, and employee information and can bring a company to its knees. The recent attacks not only on Sony but also Home Depot, Target and others are raising concerns. What needs to be done? The attacks are becoming more frequent, more invasive and the attackers are being bold. Should there be collaboration between businesses to combat the rising issues? Will this change the way that others businesses work together? What role does the government have in protecting citizens and their right to privacy especially from foreign attackers? These issues are significant as they underline the element of crisis communication and collaboration.
Introduction
In the face of increasing business demands for the bottom line, growth, stock prices, and global economic pressures, businesses today have a lot to worry about. According to Ihab Hanna Salman Sawalha (Jorunal of Business Continuity & Emergency Planning Vol 7 number 4), “Resilience is defined as: the ability of people, households, business, countries, and systems to mitigate, adapt to, and recover from shocks and stresses in a manner that reduces chronic vulnerability and facilitates inclusive growth”. As Jack Welch talks about in his week 5 video that when there is a human factor involved there will be mistakes. Crisis, arguably, are the results of a series of mistakes and uncalculated risk that happen on a single or multiple levels of a business. The loss can be devastating to the business, the employees and other stakeholders.
There was a large amount of confidential and proprietary Sony Pictures Entertainment data stolen by cyberattackers. The stolen information includes personnel information, business documents, and film. Due to the nature of this atrocity, it is my responsibility as the CEO to communicate this devastatingly delicate information to the stakeholders. Communications are also consistently problematic in times like these and my communication must be carefully evaluated, clear, candid and must cover all concerns as best as possible. This is not an easy task as people can tend to get excited and panic and the cost could be astronomical. However, there is no room for anything but candor. The situation is very bad. My communication strategy is as follows: (Based on Week 1 Communication Strategy)
I. Communication Strategy
1. What is the objective?
2. What communication style to use?
3. What is the credibility?
II. Audience
1. Who is the audience?
2. What do they know and expect?
3. What do they feel?
4. What will persuade them?
III. Message strategy
1. Harness the power of beginnings and endings.
2. Overcome the retention dip in the middle.
3. Organize your message.
4. Choose the design cascade.
IV. Channel choice strategy
1. Written channels
2. Oral-only channels
3. Blended channels
V. Culture strategy
Stakeholders
It’s not enough to formulate a plan for survival when a crisis comes. A company needs to communicate often and effectively on how it is executing that plan (Michael J. Epstein Communicating with Stakeholders in a Crisis).
The first step is to communicate proactively to limit surprises and build credibility and trust. Given the gravity of the affects that the cyberattack might have on the internal audience, I will address them and their concerns first. The internal audience consists of the employees and those who work to create value directly by pursuing the organization’s objectives. This requires involving employees in the communications effort. That is, to provide employees with a written or clearly spoken express portrait of the situation. Also, let them know that I have a plan and that they are part of it. If the employees feel that there are financial issues, have concerns over careers and benefits. It may hurt their ability to do their jobs effectively and efficiently. Next there is the affiliate audience, these are the many groups, organizations and individuals who are stakeholders, and who benefit from the success or suffer from the financial or reputational losses. When communicating with the affiliate audience you have to share the good news and the bad news and be completely and thoroughly candid. Rumors can be rife and even good news is subject to people being skeptical. That is why it is paramount that I be completely transparent and candid about the crisis. Confrontation of any negativity is important, and to let everyone know that I am dealing with the issues head-on at breakneck pace. Ultimately, the company belongs to all stakeholders and management must earn back the right to run the company for the shareholders. Finally there is the external audience; this is the world outside of the organization. They may hold an opinion of the organization on which the corporate reputation depends. In today’s world, consumers are driven to go to the organizations website when news breaks. Therefore, it is very important that the websites are updated immediately to include news and information about the crisis. Another avenue too is social media such as Facebook, twitter feeds, and others should also be updated. A good weapon in fighting reputational damages due to a crisis is loading the facts onto these social media locations.
Communicating effectively across all three of these audiences can be difficult because effective communication is when the listener receives the exact message that was intended. Everyone has filters based on personalities, experience and current mood. Therefore for effective communication it’s important to consider the behavioral style of the listener. According to the Everything DISC profile, there are four different behavioral styles based on the Everything DISC (Dominance, Influence, Steadiness, and Conscientiousness) communication styles. The DISC assessment is based on the work done by William Marston, lawyer, psychologist, and inventor (he actually created a critical component of the lie detector). DISC assessments analyze behavioral styles and provide a report that maps the individual results to one of the four main styles. Information about the DISC profile assessment can be found at http://www.onlinediscprofile.com/.
Therefore, when communicating to a group of people all the communication will have to cover a broad range of listeners. I also have to make sure that my DC style will not dominate the communication as well. The Dominance/Conscientiousness style (DC) of management (according to the Everything DiSC Management Profile evaluation) says that I pride myself in my ability to face challenges head-on. That is a good skill to have especially in a crisis situation. I expect competency from myself and the people that I manage. My profile says that I have little patience for people who waste time and have, and expect, very high standards. These are the skills that I plan to use in my communications process.
Board of Directors
It is important to act honorably and transparently, communicating an urgent sense of values and the benefit offered to employees, customers and other audiences by showing a level of responsiveness on all aspects of the crisis. I have an outline prepared for the Board of Director audience about how we plant to get back on track with the business. The presentation will include: What Happened What is the specific explanation as to what happened? Who, what, where when why.
• It has been determined that the attack came from North Korea but they are denying it.
• The attack came from malware that was introduced by an internal release from an attachment
• The malware allowed access to classified employee information, business information and film
• Employee and entertainer information was illegally obtained
• Video files were stolen
• The attempt to do damage by the intruder is what caused the alarms to trigger The Current Situation
What is the current status of the crisis?
• The intrusion was mitigated once the alarms were triggered.
• There is no more opportunity to do damage or for theft.
• There is an ongoing investigation that includes the US Government.
• At this time everything is back under control and business as usual.
• The attempt to do damage by the intruder is what caused the alarms to trigger
The next steps

• Effective immediately the CIO has resigned
• The current security team will report to me directly
• I have a meeting scheduled with a new third party security vendor for auditing purposes
• Auditing and intrusion detection testing will be part of the daily operations
• Results from the auditing and testing will be reported to me on a daily basis
• A new security policy is being written by a third party in conjunction with me

Values of the firm
1. Transparency: Sharing information freely and openly
2. Operating Practices: Includes ongoing training, a new mission statement and execution
3. Candor: Making sure that people know and understand where they are within the company.
Moving forward there will be policies put into place that requires complete transparency across all business areas. This effort will start with me as I will begin to have meetings with the leadership team to make sure that there is a clear understanding of the policy as well as the need for transparency for all. Our operating practices will include training, a new mission statement and candor at all times and cost. Finally, candor will be included down to the evaluation process being rewritten. All employees will be heard and are encouraged to be engaged and involved. We are officially moving into a new culture that will revolutionize the way we do business.

References
Communicating with Stakeholder in a Crisis by Michael J. Epstein (peer review).
Effective Business Writing and Speaking by Mary Munter.
Book Board Oversite Risk management Crisis response strategy by International Finance Corporation World Bank Group Chapter 3 Business Productivity by Shawn Johnson.
Crisis Management From Oh-God -No to Yes We're Fine JWMI 505. http://eds.a.ebscohost.com.libdatab.strayer.edu/eds/pdfviewer/pdfviewer?sid=71179952-c381-47e0-a9fd-d05281498123%40sessionmgr4003&vid=1&hid=4210 https://blackboard.strayer.edu/bbcswebdav/institution/JWMI/Welch%20Winning%20Chapters/Winning%20Chapters/chapter_10_Crisis_Management.pdf https://blackboard.strayer.edu/bbcswebdav/pid-14236938-dt-content-rid-98445471_4/institution/JWMI/505/Lecture%20PDF/JWI_505_W9_L1.pdf http://arstechnica.com/security/2014/11/sony-pictures-hackers-release-list-of-stolen-corporate-files/ http://www.businessproductivity.com/communicate-effectively-leveraging-disc-profiles/ http://www.maximumadvantage.com/four-styles-of-communication.html http://www.onlinediscprofile.com/ http://www.ifc.org/wps/wcm/connect/8cf68c004776874abf93ff752622ff02/CGVN-Navigating-Through-Crises-Manual-for-Boards-Eng.pdf?MOD=AJPERES
https://hbr.org/2011/01/the-big-idea-creating-shared-value

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