The Impact of New Technologies on Crisis Management in Spain

Volunteers taking part in the clean-up operation after the Prestige disaster

Earlier this year, thousands of demonstrators in Barcelona marched through the streets protesting against the Spanish government’s position on Iraq, and causing damage to fast food restaurants, department stores and banks. However, neither the police nor public relations consultants were surprised by the action as they had been tracking various Internet forums and chat rooms where groups exchanged information about their plans for weeks before the protests.

This is just one example of how the Internet revolution has had an impact on the way crisis situations are handled. But as well as opportunities, the Internet has created new threats to companies and organisations, not least because of the speed at which information travels around the world.

The rules of the game have changed. Communications management in the face of a crisis must be undertaken in real time, taking into consideration new players who may be capable of making their voices heard far beyond the local setting, and who may not limit themselves to regular communication norms. In other words, they may not check their sources, they may not always identify themselves, and they may not hesitate to spread rumours and unconfirmed facts.

But many companies and public officers in Spain have not yet realised that the use of the Internet is applicable to all activities linked to crisis prevention and management, ranging from risk auditing, crisis management manuals and crisis committee activities, to the setting up of early warning and monitoring systems.

During the Prestige oil tanker crisis, for instance, the Internet was used as a spontaneous network for volunteers willing to travel to Galizia to help clean the beaches. The media picked up new angles and stories from the net, using official NGO and oceanographic web sites as direct sources, while the government used this channel with very limited imagination.

Mobile communication systems are also helping companies take a great step forward in the relationship with various internal and external audiences in the event of a crisis. Mobile devices such as PDAs that have electronic agendas and email incorporated; mobile phones via satellite; and fixed or portable video conferencing systems make it possible for a crisis to be managed without committee members having to physically be in the same room.

In addition to the significant advantage of linking people who are in charge of making decisions quickly with scant information, other technology applications can also help in the handling of crisis situations.

These include dark sites: web pages designed to contain all the information needed in a crisis situation to keep the different audiences of an organisation, such as employees, clients, authorities, consumers and suppliers, properly informed. A dark site cannot be accessed until the company activates it. This resource buys valuable time during the initial moments of confusion as it has already been designed and developed specifically for this type of situation. One Spanish airline has already commenced with the development of just such a resource.

Electronic press offices housed on regular corporate web sites can also be put into place to help manage communications in the event of a crisis. Utilities companies, banks, IT manufacturers and some of the major food producers in Spain have convinced reporters to use this channel to search for updates on figures, send questions to managers or attend online presentations. Telefónica has used this tool extensively to reach media and analysts around the world.

Mobile phone text messages are not usually applied to crisis management, although they can be useful when it comes to communicating a warning about the withdrawal of a product from the market to a widely dispersed network of sales personnel. In addition, the message may include simple instructions for customers, and responses to the most pressing questions.

But what if the crisis occurs because of technology? That was the case for both Vodafone and Iberia when information systems folded, leaving thousands of clients disconnected or unable to check in. Both cases resulted in huge media coverage and created alarm in Spain about how many of the largest and most strategic companies and public services do not have a continuity plan in place.

In spite of the enormous benefits of technology in effectively managing a crisis situation, it will never be able to replace the most important asset: people. The key to success in the face of a critical situation will continue to lie with the men and women who, with their technical knowledge, team work, large doses of common sense, ongoing analysis of the situation, internal and external communication, instinct, and touches of luck, face the facts and make the right decisions. Fortunately many companies in Spain are realising that crisis prevention planning is a task that can no longer be ignored.

By Miguel López-Quesada, CEO, Weber Shandwick in Ibérica.