Evaluating the Protocol for the prevention of pollution in Madrid.

by Jorge García Carnicero

Traffic restriction in Madrid because of high levels of pollution offers different analysis from a business continuity perspective, since the difficulties of employees to reach their workplaces (already driven in different posts in the past, like traffic jumps or snow storms, etc) to the supply problems that could impact to small  shops. 

However, I would like to focus on the measures and the response carried out by citizens to the restrictions imposed by the council.

 

From a general perspective, the problem could be summarized as the following: during the last week a powerful anticyclone has installed in the Iberian Peninsula which has bring a very stable situation from a climatological perspective, but that has led an grow of the concentration of nitrogen dioxide, NO2, which is a pollutant produced mainly in the fossil fuel combustion process, and cause serious health problems.

The Madrid Council has decided to try to reduce the pollution level activating the Protocol for the Prevention of Pollution in Madrid, which is a set of measures that has to be adopted during this scenarios the high level of pollution by nitrogen dioxide. 

Beyond the political analysis, which is probably debatable and subjective, I think it is worth analyzing the mentioned Protocol and the answer is having citizenship.

The Protocol is divided into 4 blocks:

1. Introduction, in which is described the air pollution problem and their risks. 
2. Zoning the city: in order to propone the correc measueres, there are defined 4 zones: M-30 interior, South-east, North-east, Northeast and Northwest.
3. Actuation levels definition. There are three differents actuation levels, depending on the Nitrogen Dioxide concentration: Prenotice, Notice and Alert. Recollected data from the measures stations are used to do so. 
4. Possible Scenarios: There are described different scenarios depending on the level of contamination and the time since citizens has been under this contamination level, going from Scenario 0 (informative), level 1, 2 and 3 (Notice or Prenotice) and reaching the highest level as an Alert Scenario. 
5. Measures: Define the different measures that are going to be carried out in each scenario.  
6. Activation and deactivation of levels. Activation and  deactivation criteria
7. Description of operational activities: Identifies the Group which is responsible of the application of the Protocol as a group of coordination and implementation of the protocol. 
8. Effective date.  Date in which the Protocol will ve effective (march the 1st 2016)

As it could be seen, the Protocol has a tipical squema of a Business Continuity Plan, except for a point which I personally consider highly important: Test. Perhaps if these tests were defined before the activation of the protocol and this test should be carried out there wouldn’t haapened such a lack of understanding and mistakes that has happened during today. 

Even so, activation of the protocol itself can be considered a test of coordination and citizen response to an exceptional scenario, because in this case the scenario is important, but not critical. It can be used as way to test the agility when transferring information to citizens, stablishing the response measures and evaluating the response of the compliance of proposed actions. 

In a permanent connected world, like today, in which citizens are continuously getting information about what happen, there are opportunities to define scenarios and response measures by big cities councils more ambitious than the ones defined by now. This is what should to be seen by governments in order to increase the resilience of cities and the services that are delivered to the citizens and the companies in which the citizens are working. 

Transport Problems

By Jorge García Carnicero

This week there has been two events that should be attended by business continutiy managers in their continuity scenarios. There are the huge traffic jam that occurred in Madrid last Monday and the problem because of a sabotage in the rail singaling system in the  highspeed traing (AVE) between Madrid and Barcelona. Both events has had the same consecuence: lack of certain profiles in their work places, that could be in their usual work place or after traveling to other city.

Analyzing possible solutions for this problem, and assuming that  it’s not possible to foresee the problem before it happen, the best option is to establish the mechanism required to:

1. Warn the employees that there has been a problem related with transport, which requires that the company must realize that there is a problem
2. Establish the mechanism required in ordert the employees could work remotely, through teleworking/homeworking.

 Undoubtedly, to allow the employees to be warned there has to be established a supervision system by the company, which requires a 7x24 alert system. This system could be rolled out internally or could be outsourced, always taking into account the cost-benefit relation. It could be also interesting to be incorporated in the early alert system, in the security SOCs, for example.

From teleworking, are still valid the solutions described in my post Legionella, a real threat

Dangers of poor crisis communication: a plane in the water?

By Jorge García Carnicero

There has been talking a lot in business continuity forums about crisis communication and about how social networks could help to broadcast information to our stakeholders in an easy way, but needless to say that it is always necessary to have some restraint in sending these communications and that the people who should be responsible for these activities should be sufficiently trained to give the right information to meet strictly our needs.

The case that has made up to develop this post in the blog is the fake alarm that took place last Thursday 27th of march, when the canary emergency service 112 (@112canarias), send the following tweet:

«Control Canarias confirma caída al mar de avión a 2 millas costa #GranCanaria a la altura de Jinamar. Se desconoce el número de pasajeros». 

Canarias control comfirms that a plane has fallen into the sea, 2 miles from the #GranCanaria cost, in Jinamar. It's not identified the number of passengers.

Until this moment all activities were in within normal, with the activation information exchange protocol between the airport authorities and the emergency service. But with this communication, validating the visual evidence that were being received from different points, the event went to another dimension. Media around the world assume that the news were true since canary emergency services is suppose to be a reliable source. In fact, the Canary 112 service has one the emergencies twitter profiles with more followers, more than 53,000,

The story was not greater because the 112 service itself gave the lie to the news 9 minutes after:

 Respecto posible accidente avión, SAR, Control Aéreo y helicóptero #GES confirman que se trata de remolcador tirando de una embarcación

About the possible plane accident, SAR, aerial control and helicopter #GES confirms that is a tugboat.

However, the tweet had been resent ad retweeted a lot of times, suffering a major impact and opening the debate of whether social networks are an appropriate communication channel for crisis notifications . In many cases, reaching the demonization of social networks.

Some links to the news

http://www.bbc.com/news/world-europe-26774885

http://www.ciutat.es/portada/sucesos/item/12758-asi-fue-la-pifia-del-accidente-aereo-de-canarias-un-avion-en-el-agua-ni-idea

http://www.abc.es/sociedad/20140328/abci-cronologia-avion-canarias-201403282017.html

Jazztel and the Crisis Communication

By Daniel Blanco Real

Last Wednesday 12th of march Spanish telco company Jazztel suffered a outage on its mobile phone network, both data and voice, since 13:30 to 21:00 approximately. From a Business Continuity point of view, there could be a lot of different analysis, but with the information that has been brought we can not define if it could be a problem in the continuity plan of Jazztel or if the service was activated in the recovery time objective or how the outage affected to the enterprises and what kind of alternative services they activated. What we can do is to analyse the crisis communication plan.

The internal communication plan will be out of the scope of this article, although it will be very interesting to know what kind of strategy would be carried out by Jazztel to this kind of unavailability scenario. Each time that we talk about alert notification, we think on call to mobile phones of persons included in the plan. As interruption was in business hours, it’s easy to assume that the communication was made by internal communication systems, like landline or any media based on IP. But would be highly interesting to study other alternatives in the carrier’s case:

• To have Dual SIM mobile phones, with a SIM of another carrier to carry out the crises communication (However this involves removing the vast majority of managers in Spain from crisis committees. I have still not seen any Iphone dual SIM)
• Communicate to personal phones, if there are not Jazztel phones and assuming that the managers has two mobile phones (something as unusual as the iphone dual SIM).
• Other kind of communications: landline, email (not too much reliable since there are not certainly received by the receptor), searh engines?

About the communications plan that carry out in the media and the users, could be analyse by information published in the news and social media, and also by customers itself.
Adslzone did a follow up of all notifications realized by Jazztel, and also of messages sent by Jazztel users to what they created a foro
The first messages sent during this kind of incidents is essential and must be clear, precise and use the best channels in order that all receivers will be reached in the fastest way.
Jazztel need three hours from the beginning of the outage to send the first official message at 16:15 and used its twitter account and its official blog to send the following message:

“We have an incident in our mobile phone service that affect to a big amount of our customers, not to all. The company is working on restablishing the service as soon as possible. We’ll keep you informed.”

Analysing what happen until the official Jazztell communication, we can realise:

Time until the first message
Three hours. Taken into account that since 13:30 there was a lot of topics in social media, it seems that it would be too much time to send such a short message and with very short information.

The selected media was twitter and the Jazztel official blog 
Is this the best way to communicate to their customers?
It could be yes or not, but is a good way to ensure that the message will reach all the national communications media that are following the social media in the big companies or IBEX35 companies and in this way, advice to the customers.
It’s also a way not to waste time organizing media rooms to deliver an official communication, apart from avoid, obviously, undesirably questions or questions not easily answerable in a moment in which there are a lot of details clearly identifies about what are carrying on.

Call Center
Apart from the official message, the customers calling the call center was informed through an answering machine indicating that there was an incident in the mobile phone service of voice and data, ant that Jazztell was working in recovering the service and tell the customer to call later to know if the incident was solved.

The Message
Both in the call center and in the social media there was no information about what had been the issue that could cause the problem, the estimated resolution time or the scope of the issue and number of customers affected.
There are a lot of factors that are not kwon and perhaps it would be better not to communicate certain issues as, form example, service restoration time, but the extent of the damage, if they knew, should be included. The message was launched trhee hours after the outage and it could be identified customers talking about their problems and located in different places, so it could be quickly identified that the problem was not a local incident but a national problem. This generate untrust about the capacity of Jazztel to solve the problem, the severity of the error that caused the problem and so the time that users are going to be without service (at the end the most important thing)

It took close to five hours to Jazztel since the first official message in deliver another message, at 20:07, in which they say that will compensate the users affected by the incident.

“We’re still working in reestablishing our mobile service as soon as possible and to solve the incident. Jazztell will compensate automatically to all customers affected by this incident without any kind of request by them.
Once the service will be reestablished, the company will contact immediately with all  the customers affected to keep them informed about the resolution."

The message
Although the message begins with a clear statement of intent to fix the problem as soon as possible, still no report on the fault that caused the problem, the approximate time resolution, or what the extent of the damage and the number of clients affected. This time the message focuses on talk of rewards to those affected, without really knowing applications without injury or damage caused in this way and try to mitigate as far as possible the damage ratio and confidence that is causing the incident.

At 22:00 the mobile phone service begins to recover, but is not until the next day when users recevies a SMS at about 11:00 or 12:00 askin

A las 22:00 horas se comienza a recuperar el servicio de telefonía móvil, pero no es hasta el día siguiente cuando los usuarios reciben un mensaje SMS sobre las 11:00 – 12:00 apologizing for the damage and report back to the next bill.

A communication plan should be well prepared in order to facilitate that such communications are carried out effectively and in time with accurate and concise information and allow especially and foremost that the situation is under control. It’s important not to generate more questions than existing ones, mistrust and causing a impact in the image that can immediately affect to the business, short and long term.
Now it’s time for  everyone to judge if whether jazztel communications was performed properly?

Whatsapp service availability.

By Jorge García Carnicero

Whatsapp is the mobile application that has been adopted faster by most messaging users, becoming essential in a short period of time. Beyond the typical messaging functions, sending messages to groups of users has been established as the most common way to communicate between people, specifically when using the telematics platforms to coordinate activities of the real life.

Last February, 22nd, Whatsapp suffered one of the most important outages of its history, or at least it was the outage that affected a greatest number of users. A big amount of users didn't realize the service unavailability until about 7:30 pm., loosing their communications with their virtual environment without having an alternative way. But why?, because there are a lot of alternatives: SMS, Line, Telegram, Skipe and applications that are part of bigger systems, like Facebook Messenger or Google Hangouts. Because not all user though on the same alternative and two parts are required to establish a communication. The easiest solutions for most users was to make a telephone call.

Further than the panic and anxiety attacks suffered by some users, the analysis of the outage of Whatsapp from a business continuity perspective must be done taking into account that Whatsapp is becoming a real communications provider.

There are a lot of self-employed and SME that are using Whatsapp as a communications channel with their customers, making advertising with the green logo of the messaging company. It brings the company a modern branding  and a feeling of beeing close to the clients because the logo has positive emotional connotations: it’s associated with the contact with our most close environment in the mobile, our family and our friends. Without any doubt, it could be a very good decision from a neuromarketing strategies perspective. I wouldn't want to raise the debate of whether this use could be considered as legal, since in the Terms of Service Whatsapp expose clearly that it must be used only for non-commercial purposes. But, Can be Whatsapp be considered as a real corporate communication tool?

Little by little, step by step, people using Whatsapp for communications related with their professional activity are becoming more dependent of its service, but nobody ensures them that the service will be available in the terms they could need. Moreover, in their Terms of Service  Whatsapp avoid any kind of responsibility or damaged that can cause by their unavailability. In combination with the lax requirements defined by the regulatory organism (CNMC in Spain), makes the service should be considered unreliable in terms of business continuity.


In order that this could change, the service should be submitted, at least, to the same regulatory requirements that a telco operator. But it seems that is not going to happen in short terms, at least it's not included in the new Spanish telecommunications law  (ley general de telecomunicaciones) that is being processed during this months. So the recommendation that we have to make from a business continuity perspective is that Whatsapp should not be used as a corporate communication tool (and of course neither should be Line, Telegram, Skipe or whatever under the same circumstances). At least is has not to be used as a main communication channel and if used, their would be always an alternative way to establish the communication with the customer.

Last point of the analysis is the lack of agility of Whatsapp when communicating their problems. Although the services outage was at 7:30 pm the incident was recognized and communicated by the company at 21:16 by twitter in its account @wa_status. Could it be because Whatsapp founder and CEO was in Barcelona, in the MWC, this weekend?

When Goverment shutdowns

By Jorge García Carnicero

The decision taken by the Congress of United States of not to finance the Government is a continuity scenario that is going to bring multiples inconveniences to citizens and that it would provoke the activation of different contingency plans in organization, and people.

But first of all, what is a Government shutdown? It’s a situation in which Government stops to deliver public services that are not basic because of lack of money to pay it. This situation is due to the separation in the decisions groups established by the USA law in which the federal budget depends on Congress (composed by Senate and House of representatives) and have to be countersigned by President. In some circumstances, like President and parliaments groups that control the Congress, are different in political terms it could be that there would be divergences between them and not to approve the budgets, and consequently, the lack of financial for the public activity.

Last 30th of September, House of Representatives, controlled by Republicans, and Democart-controlled Government didn’t agree about deadline of health assistance law, which provoke the government shutdown. This brought along with sending 800.000 public servant to their homes and the activity of all the agencies in United State which are considered not critical stopped. Moreover, and due to the government has reached the top of approved budget, if new budget is not approved, United States will declare suspension of payments next 17th of October.

Government Shutdown consequences are a lot, as it can be imaged. Following we are going to analyses this situation from different perspectives:

 For agencies in United States:

Agencies are stopping their activities and carrying out the different contingency plans associated to each one. Those plans will be published in the following link of the White House

For Government agencies providers

It’s clear that the Government activity generate business for a lot of providers. These providers will be affected, because activity is going to decrease and so the ingress. Depending on the time that takes the shutdown, the looses in the providers will be growing. It’s difficult to thin on a contingency plan covering this situation, but assurance.

For companies depending on services of Government

There are a lot of companies which have dependencing on the government activity. Apart from the administrative activities, we are talking about, for example, public transport, needed to take people to their workplaces or custom services, needed to imports.

For Public servants

As said before, the shutdown is going to send close to 800.000 public servants to their homes, without salary, until the Congress approve the new budget. This situation can carry some finantial problems to their families, and each public servant will have to manage with measures that will anticipate, if they have done before.

There are other agents afected, like those ecompanies with a very high dependency on retail trade or al thouse business denpending on agencies actions. As an example, the validation of mobile phones.

From a the perspectgive of administration as a provider of business continuity services, companies and continuity responsables in United States has to take into account that the following services are affected:

• FEMA: the disaster recovery information is not beeing up to date, although it has been asking for help trough disasterassistanc.gov
• Ready.gov, the website information is not up to date.
• The NOAA (National  Oceanic and Atmospheric Administration) is not operative, and the NHC(National Hurricane Center) is operative and working properly.

Thoughts about blackouts in India

It seems that last blackouts in India have activated a lot of Business Continuity plans and have made the different between companies with and without a BC program. Lack of power supply is a clear continuity scenario to which most companies are prepared, mainly through power generators able to support the sites demand of electricity, or at least, of the most important.

Other issue to take into account is how to assure that workforces are going to reach their workplaces, since public transport are not available. Moreover, if telework is the alternative, How can they work from their homes if there is a lack of telecommunications?

ICTs are one of the resources that will be affected most because of their dependency on power supply. Blackout in India scenario shows resiliency examples of companies which principal business is IT services, as we can read on this article about Winpro, Genpact and WNS, but is not a trivial matter.

However my thoughts go in other way: Can this scenario be really included in the BC scopes?
In a first approach it seems clear that this scenario has to be included, but thinking on it deeply, our customers will probably be affected by the same problem, so it has no sense to be able to deliver our service if our customers are not going to receive it.
In a globalized world, in which we can have customer located near us or in the most remote place of the earth perhaps this thoughts has no sense, but we have to take into account that most business are done locally, with companies and organizations very close one to the others. Resource investments on this scenarios are not justified too much.
As an example, we can think on a clothing store: It’s difficult to have our store plenty of customers in a situation of a blackout like the one taken place in India. Every street and every shopping center are in dark

As a conclusion, and as an advise as well, when defining the scope of our Business Continuity plans we must evaluate the scenario thinking on the situation of our customers because perhaps I recover my services and there is nobody use it.

Megaupload and Spanair

There have been written a lot about Megaupload shutdown, most of articles related with ethics and with piracy in Internet, however, there are some consecuences of the shutdown that can be useful from a Business Continuity perspective: the cloud service that Megaupload delivered.
There were a lot of users that stored information in Megaupload as an alternative site to backup their data and in some cases even as a primary site. In my past post Home Continuity it was described this kind of cloud services, like Youtube, Picassa or Dropbox,  were a good solution to backup data. However, Megaupload experience make us think about the election of the cloud service provider if the information that we're going to store is relevant. In the worst scenario, this information can disappear.
Carried to the business, perhaps we can think that is complicated that a cloud service provider stop delivering their services and, if this occurs, we can continue with old provider until we find a new one. But, I suggest to every company to review the agreement they have with cloud service providers to check it this agreement really give you right in circumstances like a legal shutdown or a company bankruptcy. In this line, we can see the example of Spanir, if one of this circumstances occurs, the less important are customers, because they have not to maintain a good branch,  and in a company in bankruptcy the last collective receiving compensations are customers. Customers for AirMadrid are still waiting to be payed 5 years after.

About Spanair, we can make a final thought: I don't know if the bankruptcy has been produced by business criteria, because of profit and loos balance, or perhaps the company has been extremely injured by the plane crash in 2008, but what is cleare is that there have been a deficient business management. For a lot of Spanair providers it will be a domino effect and they are going to be forced to stop their activities.
From a BC perspective the question is, Can we include a scenario in which our main customers goes bust?

Regarding Costa Concordia

The shipwreck of Costa Concordia and all different wrong actions taken in place after, can be used as an example of how NOT to manage a crisis. From this event a lot of Business Continuity lessons can be learn, depending on the different points of view analyzing the situation:

• From the perspective of the company that organize the cruise, Costa Cruceros, in this case, but all companies in the industry can be affected, as we can read in the following  post of the hosteltur community.
• From the point of view of the ship, it could be extracted lessons from both, the preventive measures and the crisis management procedures.

Company organizing the cruiseFor companies that organize cruises, they have to face to a branch damage that can harm directly to cruises business. The insecurity feeling due to this disaster can redound in a significant decrease in the number of customers that can buy a cruise this year.

• Can this scenario be considered as a BC scenario for this companies?
• It will depend on the decrease of the number of travelers, although it seems to be a simple falling in selling that can be softened by mechanisms of marketing ad advertising focused on rebuild trust.
• Has been the response of Costa Cruceros right?
• Crisis response activities has a mayor dependence from the crew than from the cruise company, whose mission is to coordinate activities and grant communications. In this way, Costa Cruceros established in both the web and in the twitter profile, a channel for continuous information. Apart from that, they offered a news conference on 16th of January.

The Ship - Costa Concordia
From the liner point of view, the situation is a little bit more complicated. At risk of judging without having all the information, taking into account only the information published until now, it seems that there were a series of unexpected events and a set of human errors that led to, being benevolent, a deficient crisis management.

• Has crisis management procedures failed?
• Unknowing this procedures, it would probably were precise and met with international standards, as Costa Cruceros argue.There are a organism, the International Maritime Organization (IMO) that is in charge of maintain up to date the International Convention for the Safety of Life at Sea, on which depend this procedures and ship evacuation.
• If this procedures are well defined, whats has been the problem?
• Company has also declared that crew have received training to grant that they have all knowledge about the emergency procedures, even passengers, as the legislation define, although everybody knows that simulations usually has nothing to do with a real incident. It seems that some errors has occurred because a lack of coordination.
• So, who is responsible for this situation?
• All indications are that the mail responsible is the coordinator of emergency procedures, captain Francesco Schettino, although this has to be said by a judge. This fact calls into the question that if the different maritime accreditations procedures are well defined and accomplished.

Lessons Learned

Apart for the legal facts about compensations, assurance and so on, the consequences that a shipwreck like this will give, from a BC point of view this is the right moment to be extracted, as has Koji Sekimizu (IMO Secretary-General) has said.

I extract the following conclusions:
In both, aircraft and liner events as this, coordination and following procedures errors are continuous. The fact that passengers are not always the same could be a factor to be taken into account and that drills were not be very useful. It seems to be required to adapt the international procedures in order to be more operative. Those scenarios in which there are a high dependence on a unique person would need to have a more rigorous and  periodic control of this people, especially when there are human lives depending on it. Communications are essential if you want to maintain the brand of a company in a crisis. In this case Costa Cruceros has used media in a proper way.

What if we win the lottery

Everybody ever thought what happen if the winning lottery ticket were shared by all employees of a company. From a Business Continuity point of view, it seems to be a significant risk but, should this scenario be part of the scope of our business continuity program?

It would depend on the probability than this situation occurs (experience say to us that is very low) and the impact that could result if they materialize.

Probability

In he worst scenario (from a BC point of view, of course): all employees of a company share the winning ticket of the Christmas Lottery, that is 400.000€ for each ticket. Assuming that each employee has only 1 ticket and that the reaction of every employee is to leave their work with this 400.000€ - at least during a year... - this represents a probability of 1 between 100.000 of loosing 90% of the workforce on 22th of December.
This probability is really low (0,00001), but anything can happen.

Impact

Impact that can cause loosing of employees will depend on each organization. As I explained in my previous post Components that support business, each organization has a different dependence percentage on the five kind of resources that support business: Premises, People, Technology Infrastructure, Information and Suppliers. Companies with a low dependence on Human Resources can stop reading. For the other companies, continue....

If we have a high impact because of lack of human resources, risk could begin to be taken into account and, so, it could make sense to identify situations that could mitigate the impact that could cause this situations. Here we have to analyze two concepts:

• Looses to the organization in case of lack of 90% of the staff. Some organization have done this analysis because of the A flu Pandemic two years ago and it would be growing in a exponential way.
• How much cost to replace personal. Here we have some different procedures to act in case of a disruption, depending on the position of the employee. Some of them will be very difficult to  replace and specific procedures has to be done for them.

Once the replace has been done, the next step is the countermeasure. Each organization has to establish their own countermeasure that would allow recover business when there are lack of human resources in the minimum time. However, there are two actions that are advisable to be done in every organization:

1. In order to grantee that the organization will have budget enough to face the lack of personal, is advisable to have a corporate participation of the ticket with the number of participations that whose prize will cover the contingency procedures cost.
2. To protect key people, organization should establish an agreement through which employees will grant they will be working after the lottery drawn, for example, shielding the contract.

Good luck to everybody next day 22th of December, hope that will be a lot of BC scenarios like this.

BlackBerry and Continuity

The BlackBerry incident seems to became the worts incident in the communication service history and, without any doubt, will appear in the introduction of most presentations of business continuity providers. Without services from Monday morning, the incident remembers the  ones occurred in 2003 when a the Vodafone network was unavailable in Spain during a day, affecting to 8 millions of users. From this incident, with millionaire losses for Vodafone, the operator became aware of the importance of having an effective business continuity plan and established the internal mechanism required to make it real.

70 million of  BlackBerry users which have not service shows that perhaps wouldn't such a good idea that the service and the terminal would be provide by the same company. If BB's strategy was in question for some time, now the latest incident will do to the operators questioned whether it makes sense.

From a BC point of view, the analysis of BB crisis could be done in three ways:

• As BB user, residential, self-employed, SOHO and big companies, the service test the contingency mechanism defined to grant the delivery of PIM (Personal Information Mobile) service to the users, most of them with a high criticality for some business.
• As Operator, those which has packed product around the BB service must now response to the users, because they are the service marketer and they have the responsibility. The operator must update their business continuity plan increasing the probability of failure of their provider: BB, and establishing the mechanism and funding required.
• BB as provider, must face a number of challenges to survive in a market in which there are a great competition between mobile devices OS, and with a increasing demand of the two main OS: iOS and Android. Apart from that, the company's shares on the stock are falling as quicly as the reliability feeling, what will be very difficult to recover.

We can only wish luck to the crisis managers of BB for the service to recover soon.

An positive issue to highlight form the BB crisis management is the information publication. Making an online tracking of the incident has been a good idea, although it has been carried out too late, because in some moment it have been lack of information.