After the Christmas days and the turn of the year, everyday life has moved back in for all of us. We hope you enjoyed your days off. We wish you a successful year 2019 and much happiness and personal health. This year we have again decided to send a New Year’s donation to an organization that does something very special for many people. The organization “happy children” (www.happy-children.de) was founded by private initiative in Nepal and takes intensive care of the poorest of the poor, the children in the Kathmandu area. We know the founder and director personally. We want to support their work again this year with a considerable amount of money. At Verismo itself, the year that has now begun is the second year after the merger with Götsch AG. Thus, after 15 years of successful consultancy work, Verismo has laid the foundation for the continuous continuation of this activity. In the course of a cautious transition, Dr. Bockslaff will transfer his experience and contacts with you, our customers, to new people in a process lasting several years. Should you have any questions about this transformation process, we are of course available for discussions. For Götsch AG, the integration of Verismo GmbH as a subsidiary expands the product portfolio. In addition to the classic areas of system support for the IT of various companies and the development of specialized software solutions, classic management consulting is now being added. In addition to the existing fields of consultancy offered by Verismo, areas are now being added where the special experiences of both companies complement each other. A first example of this complementary product strategy is the area of Information Security according to ISO 27001. Especially the recent events with the publication of a lot of personal data show the high level of concern not only for large corporations, but also for small and medium-sized enterprises (SMEs) and private individuals. Especially for smaller companies, we have developed a time- and cost-optimized procedure that guarantees conformity to the standard, is implemented within a reasonable period of time and takes the budget situation of these companies into account. If the conditions are met, subsidies from the Federal Ministry of Economics (BMWi) can even be claimed. We have also recognized the importance of certification for our own company and have set up a corresponding internal project. We will consistently continue on this path and bundle the competencies from the areas of management consulting and specialist knowledge in the IT environment. This is in line with the requirements we currently see in the market. Another innovation concerns the area of “Crisis Management“. Here we offer a certification course to become a “crisis management officer”. Upon successful completion of the three courses “Crisis Management Compact”, “Crisis Management Training” and “Advanced Crisis Management”, the participants receive our corresponding certificate. Get an overview of our training program on our new website. With our training center we offer excellent training opportunities in a personal environment. We look forward to talking to you Klaus Bockslaff and Mathias Götsch PS: For questions we are at your disposal! Please call us at +41 44 910 9909 (CH) or +49 6324 926 89 94 (D) or send us an e-mail to Klaus.Bockslaff@verismo.ch. If you no longer wish to receive further information from us, please let us know by e-mail at contact@verismo.ch.
Newsletter
Dear Sirs, Dear Madams, At last, physical seminars again! This fall, among other things, we were once again able to hold our risk management officer training with many motivated participants at our seminar center in Haßloch. Also this fall, the new crisis management standard ISO 22361 was published. You can obtain the text of the standard from the ISO website.One of the core elements of ISO 22361 is the requirements for leadership in crisis in chapter seven. Exactly these characteristics are the focus of our seminar ‘Crisis management in the executive suite’. In Module 3 of our Crisis Management certificate course, you will learn about your own leadership behavior under pressure using the computer-based simulation GemaSim®. In 2023 we will hold this seminar on 21. & 22. February in Switzerland and on 13. & 14. June in Germany. Further information on seminar content, costs and registration can be found here: 21. & 22. February 13. & 14. June We would also like to draw your attention to our other seminars in 2023. You can find information at academy.verismo.ch We wish you a joyful Advent season and a good start into a successful 2023,Your Verismo Team
Dear Sirs, Dear Madams, The new ISO 22361 was published at the end of October 2022. Thus, a valid basis for the further development of crisis management was laid on the basis of an ISO standard. In our discussions with renowned crisis management experts, we were able to identify the following four key points, despite the wide range of practical experiences with staff work in recent months: The challenges for crisis management during the Ukraine crisis are much more complex than during the Corona crisis Without the experience gained during the Corona crisis, the challenges posed by the Ukraine crisis would have hit companies much harder The status of crisis management in companies has improved significantly as a result of current experience The importance of a structuring methodology has become more prevalent and the importance of methodical staff work has increased. The main contents of the new ISO 22361 include in particular the “Personal requirements for leadership” (chap. 6) and the “Requirements for strategic decision-making” (chap. 7). In my view, ISO 22361 will fill the requirements for a methodological framework concept for crisis management with content and thus set the necessary “guard rails”, especially for companies that operate internationally. The “Strategic Decision Making” or Leadership Rhythm process contains the following elements: Situation: situational awareness, knowledge of the following factors: What is going on? Impacts, problems, risksGuidance: What end state is desired? What is the objective of crisis response? What overarching values and priorities will serve as a foundation and guide?Options: Developing courses of action, evaluating the options in terms of the desired end state.Decision: The making of a decision or choice that should be consistent with the values and strategic priorities of the organizationMeasures: Effectiveness should be monitored and reported on; What needs to be decided? What needs to be done and when to resolve the situation and achieve the desired end state?Review: Review and assess decisions and their implementation; identify observed strengths and opportunities for improvement; analyze the extent to which the goal was achieved; lessons learned and their relevance to future capabilities. This process of “Strategic Decision Making” is largely consistent with the approach we advocate for staff work. With DEMiOS, we have a digital solution that maps this methodology. As part of an event organized by the ASW Federal Association on November 18, 2022, we will present DEMiOS at a “Marketplace on Digital Crisis Management Applications.” Please register with ASW. I will present the new ISO 22361 standard on December 8, 2022, at 5:00 p.m. during a public webinar, “Requirements for Modern Crisis Management – ISO 22361.” Please register for the public webinar via our website. To our great pleasure we can once again hold seminars at the Obermühle. As part of our compact course Crisis Management on March 1, 2023, I will present, among other things, what you should know about the new ISO standard. ISO 22361 is also suitable for use as a benchmark when evaluating an existing crisis management system. We will be happy to answer any questions you may have about the new standard and its significance for crisis management. We are looking forward to your inquiries. With kind regardsKlaus Bockslaff and team
Dear Sirs, Dear Madams,From our point of view, in the current situation it is a very good decision of the future German government to establish a crisis team in the Federal Chancellery and to place it under the leadership of an experienced major general. The essential task of crisis management is to get “ahead of the situation” in an uncertain and threatening situation by taking appropriate measures. Unfortunately, there could be no talk of this in the “crisis management” driven by politics so far. The pandemic is a classic crisis situation that can no longer be controlled by the “normal organization”. This requires a very clear competence for the method of “leadership in crisis”. However, this is not a prerequisite for working in politics, e.g. as a member of the Bundestag, or in a leading position in administration.The core of crisis management is strategic decision-making. One of the biggest challenges in staff work is the decision-making process. The importance of decision making is often underestimated. Poor decision making exacerbates an already difficult situation. The meaning of this quote from the new ISO has become painfully clear to all of us in recent months.A new standard on crisis management is currently being developed in the ISO committees. At the beginning of November, a text on this project was submitted as a Draft International Standard. The national bodies in Germany (DIN), Switzerland (SNV) and Austria (A.S.I.) participate in the ISO consultations in the Working Group ISO / TC 292 on this topic. As a “designated expert” of the SNV, I participate in the consultations. The text of the draft for the new standard can be obtained from the ISO pages https://www.iso.org/standard/50267.html. Key points of the new standard are the very clear presentation of the leadership rhythm and the highlighting of the requirements for the skills of the members of the crisis team. The draft is very clear that the strategic decision-making process is about making a good response in a highly escalated situation based on the best available information, thereby controlling the event and minimizing the impact. Today we would like to inform you about the availability of ISO DIS 22361 and thereby give you the opportunity to comment. To this end, I would like to ask you to review the text that is now available and to provide us with any comments in writing.On Wednesday, February 9, 2022 at 5:00 p.m.,we will host another webinar on the “Basic Structure of the New ISO DIS 22361 on Crisis Management.” I cordially invite you to this webinar, via teams. I will be happy to answer any questions you may have on this subject. Register for the webinar now! We wish all of you a peaceful Advent season, a Merry Christmas and a Happy New Year 2022. Stay healthy all of you. Klaus Bockslaff and Mathias Götsch
In November 2021, the new ISO 22361 Crisis Management was published by the ISO bodies and is now available for comment by all interested parties. In our webinar, Dr. Klaus Bockslaff, who himself participated in the negotiations as a representative of Switzerland, will present this groundbreaking standard for crisis management and answer questions from the committee work. Two of the most important aspects of this standard are the leadership requirements of a crisis manager and the process organization of strategic decision making in a crisis. These and other aspects will be discussed in depth in the webinar. In preparation, you can download the current draft of the standard from the ISO website for a fee. The next free webinar will be held on December 8 at 5:00 pm. Registration & Information Currently there is no date set for the next webinar. Leave your contact details here and we will inform you as soon as the date is set. We would also like to take this opportunity to refer you to our crisis management compact course. In this one-day seminar, you will learn the basic structures of modern crisis management based on the contents of the new ISO 22361. The individual chapters of the new standard are presented in their current version. The next compact course Crisis Management according to ISO 22361 will take place on 01.03.2023. More info and the registration can be found here.
Dear Sirs, Dear Madams, The past few months have been marked by a variety of crises, from the Corona pandemic, the floods in West Germany, the events in Afghanistan, the increasing ransomware attacks and finally the shutdown of production sites due to missing IT components. At the same time, we are seeing the first signs of the next challenge, the lack of energy and especially electricity. Prices are rising dramatically. Experts warn of a widespread power blackout in the coming months. What do all these events tell us? What about our “risk perception”? Are we prepared to recognise the risks and take appropriate care measures? If we look at the recent events mentioned above, in none of the cases pointed out can we say that it is really surprising. Do we have the impression that our society, but also our politicians, are ready to take up the necessary measures in time and act accordingly? Many questions remain. In my view, however, we should not misuse them to endanger social cohesion. With the possible answers, it depends on all of us. The famous quote by John F. Kennedy “Ask not what the state can do for you, but what you can do for the state” is gaining in importance. The corona pandemic, which we hope will soon be behind us, has taken a lot out of all of us. This applies to both the personal and the professional side. Open questions in the private sector include: How will the social consequences be addressed, especially for children and young people? What economic consequences will the past months have in the medium term? Should we expect another outbreak later in autumn and the coming winter? In the area of our clients, we have been able to accompany a number of companies on their way through the Corona crisis in recent months. Many practitioners had their say in the fortnightly lecture and discussion round via teams. Controversial topics were also discussed with refreshing clarity. For example, the difficulties in role and decision-making in the crisis team, international coordination, virtual crisis team work and the increase in ransomware attacks were mentioned. Crisis management and its organisation require new solutions and ideas. A more detailed account of the issues involved can be found in the article entitled “Basic experiences of the crisis team’s work over the past twelve months”, which appeared in S&S Report issue 1 / 2021, pages 52 – 55. In our film “Deployment of DEMiOS in a highly escalated situation” we present our approach to digitalisation in crisis management and show possibilities for implementation. In doing so, we show what opportunities digitalisation offers. We see these not only in a single tool, but especially in the integration of the different systems. We have professionally revised the presentation and are happy to make it available to you via our homepage or directly on YouTube. Please write us your impressions. In doing so, we show what opportunities digitalisation offers. We see these not only in a single tool, but especially in the integration of the different systems. We have professionally revised the presentation and are happy to make it available to you via our homepage or directly on YouTube. Please write us your impressions. Finally, an event tip: In the online seminar “Crisis Management for Professionals”, you will learn how to design and train the processes of leadership and decision-making using the business game scenario “yamaoka airport”. During the scenario, you will gain practical experience of how you yourself act under pressure in a team. Sign up. We wish you all a beautiful autumn. Stay healthy. Klaus Bockslaff and Mathias Götsch