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Review of the week

To come
Man working on laptop - katemangostar / freepik
© Coventry University. CC BY-NC 4.0
This week we have explained how Business Continuity Management (BCM) and Crisis Management (CM) are connected as sister disciplines, and there is even some overlap in each management systems’ jurisdiction.
Overall, BCM has a stronger emphasis on managing operational disruption events (regardless of the impact-based, or risk-based planning assumptions used). CM has a stronger emphasis and concern about managing abnormal, unpredictable events that would cause significant consequential losses, and imperil the organisation’s future viability or significantly undermine strategic objectives, reputation, stakeholder relationships and brand.
BCM has developed a more codified structure in standards, principles, practices, and terminologies used internationally. However, it is worthy to note there are still a wide array of organisational practices and approaches that can differ from one sector or organisation to another. This is in part due to regulatory and legal emphasis at a localised level.
Conversely, CM has a less codified approach and newer standardisation activities are examining and developing a more structured approach.
Both BCM and CM have a relationship with Enterprise Risk Management (ERM) and collectively these disciplines require management support and buy-in to drive cultural adoption across organisational settings. The fit between each discipline and the overlap is even wider when we consider physical security and cybersecurity as additional, and growing areas of responsibility influencing an agenda of cross-functional teams and the drive to combine capabilities or interoperability under a more generic ‘organisational resilience’ drive.
This week you have:
  • Assessed the need for business continuity and crisis management
  • Discovered the difference between enterprise risk management, business continuity management, and crisis management
  • Explored the history, purposes and evolution of business continuity management; since its inception in the early-1980s
  • Identified the six stages of business continuity management
  • Examined crisis management fundamentals with a focus on stakeholders, leadership and communication
Next week you will:
  • Examine the significance of utilising available risk resources such as the World Economic Forum Global Risk Reports, and National Risk Registers (or comparable information sources)
  • Explore the disruptive incidents that may occur and the typical top-tier reported threats that supports the business case for implementing BCM
  • Be given the opportunity to share your learning by preparing a framework of a case for business continuity management to an interested company

Your task

At the close of this week we’d like you to reflect on the following:
  • What was good or useful this week in expanding your understanding of the business continuity and crisis management sectors?
  • What questions arose for you?
  • What are you taking away from this week that you can incorporate into your work?
© Coventry University. CC BY-NC 4.0
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Business Continuity Management and Crisis Management: An Introduction

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