In the last release, C-level players jockeyed for position to assign blame and avoid changes in their departments. The meeting breaks up, and execs hustle back to their offices and start inquiries. Getting the right people working on the breach was on everyone’s thinking.
The CEO kept the VP of HR behind after the meeting. She said, “I need you to craft an reassuring staff message. We’re going to do something for their personal data, but they are going to need to know what they need to do too.”
The CEO paused and looked away, “And we’re probably going to be looking at staff changes. Please assign someone to focus on what needs to get done on this whole breach.”
The VP of HR went back to her office weighing giving up staff, messaging, staff/talent changes, help for breached employees – all these vied for her attention and places for her to assign staff.
In the quiet of their suite, the GC took the executive assistant aside.
“Get Jacques on the phone right now. Explain that there’s been a breach and we need to act.”
The EA nodded. Their outside law firm’s name partner would know what and how things needed to get done. Getting the right people working would fix things up.
The CFO knew the budget and all of the tucked away reserves. The CFO from that northwestern hospital at last year’s hospital conference had confided the organization’s travails over a glass of fine wine. Their breach had been incredibly expensive, and she had been preemptively networking in case she was forced out. The CFO had replied sympathetically but had no interest in “damaged career repair.” Now, had the same ugliness landed in this room?
Each of the key C-players in the hospital had started down their paths started by the breach. Soon the hospital’s key staff would be focused on countering the breach.
Next up — It’s all about the people
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