Agriculture Reference
In-Depth Information
6
Effectively Managing through a Crisis
Will Daniels and Michael P. Doyle
Introduction
Earthbound Farm is the world's largest grower and marketer of organic produce, and
it is recognized for its high-quality products. The company is also known as the spe-
cialty salad leader and processes conventional specialty salad greens for other brands
under its company's legal name, Natural Selection Foods (NSF).
On September 14, 2006, the company received a call from the California Department
of Health Services (CDHS) informing it that there was a multistate
E. coli
O157:H7
outbreak associated with packaged spinach packed by NSF. By the next day, NSF
voluntarily recalled all spinach brands it packaged. The details remain vivid, and the
employees' perspectives were forever changed.
A robust Incident Management Plan was already in place, as well as an Incident
Management Team with representatives from all areas of the company. Even if you
cannot imagine a reason your company might need to be so prepared, that unexpected
incident with the potential to disrupt your business is out there. Developing an Incident
Management Plan is simply sound business practice, particularly today when interna-
tional communication, facilitated by the web, is instantaneous. An incident doesn't
have to be as huge as a nationwide outbreak and product recall; it can be anything
that will have a signifi cant impact on the business: Natural disaster, the sudden loss
of a key executive, a production accident, or a work stoppage are only a few
examples.
Companies that have developed and practiced Incident Management Plans are
better positioned to work with emergency responders, government agencies, and the
media to quickly address the needs of those affected, communicate the company's
message, provide accurate and timely information, and ultimately reduce the adverse
impact of the incident on the company's day-to-day activities. Good plans help reduce
the pressures on those involved, demonstrate the company's commitment and profes-
sionalism, control the fl ow and accuracy of information, and manage resources most
effectively.
The degree to which key leaders and staff in the organization embrace the plan and
understand their roles in its implementation will have a signifi cant impact on the
company's ability to manage and withstand a crisis effectively. Any successful busi-
ness strategy must come from the top down and have the support of management.
Having this commitment, the Incident Management Plan must then be developed,
implemented, practiced, and perfected as a team. In today's age of instantaneous com-
munication and citizen journalists, it is next to impossible to avoid the seemingly
microscopic scrutiny as an incident unfolds, even though most would prefer to work
through a problem inconspicuously.
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