[BCM] [IsDB] [E1] [C5] Determining BC Assumptions

Business continuity assumptions are the fundamental premises that shape how an organisation prepares for, responds to, and recovers from disruptive incidents.

For the Islamic Development Bank (IsDB), these assumptions provide a structured and realistic basis for designing a robust Business Continuity Management (BCM) programme that supports its mandate as a multilateral development bank serving member countries across diverse geographies.

In the eBook Building Resilience: A Guide to Business Continuity Management at IsDB, this chapter focuses on identifying and articulating the key assumptions underpinning BCM implementation at IsDB.

These assumptions help ensure consistency across planning activities, align BCM with ISO 22301 requirements, and enable informed decision-making during crises and disruptions.

They also recognise IsDB’s unique operational context, including its governance structure, Shariah-compliant operations, global stakeholder base, and reliance on digital platforms and external partners.

Purpose of Business Continuity Assumptions

Business continuity assumptions serve several vital purposes within the BCM lifecycle:

• They define the planning boundaries within which BCM strategies and plans are developed.
• They provide a common understanding for management, BCM teams, and business units.
• They support consistency and repeatability in risk assessment, business impact analysis (BIA), and recovery planning.
• They help ensure that BCM arrangements are practical, achievable, and proportionate to IsDB’s risk profile.

For IsDB, clearly articulated assumptions help translate strategic intent into operationally realistic continuity solutions.

Strategic and Organisational Assumptions

In implementing BCM, IsDB may reasonably adopt the following strategic and organisational assumptions:

• Senior management commitment and oversight will be maintained to support BCM governance, funding, and decision-making.
• Core mandates and critical services supporting member countries will be prioritised for continuity and recovery.
• BCM responsibilities are integrated into existing governance and management structures rather than operating in isolation.
• Staff roles and responsibilities during disruptions are clearly defined, communicated, and supported by training.

These assumptions reinforce the importance of leadership, accountability, and organisational alignment in BCM effectiveness.

Operational and Process Assumptions

Operational assumptions guide how IsDB expects its key processes to function during disruptive events:

• Not all business activities will be recoverable immediately; prioritisation based on criticality is necessary.
• Manual or workaround procedures may be required when systems or facilities are unavailable.
• Cross-functional coordination is essential, as disruptions are likely to affect multiple departments simultaneously.
• Some disruptions may require the temporary suspension or scaling down of non-critical activities to preserve resources.

Such assumptions ensure that BCM plans are realistic and reflect actual operating constraints during incidents.

People and Resource Assumptions

People are central to IsDB’s continuity capability, and BCM assumptions must address human and resource factors:

• Staff availability may be reduced due to health, safety, travel restrictions, or personal constraints.
• Remote or alternate working arrangements may be required for extended periods.
• Critical roles may depend on a limited number of subject-matter experts, necessitating succession planning and cross-training.
• Access to external resources, such as vendors or service providers, may be delayed or constrained during widespread disruptions.

Recognising these assumptions helps IsDB design BCM strategies that are resilient even under staffing and resource pressures.

Technology and Information Assumptions

Given IsDB’s reliance on digital platforms and information systems, technology-related assumptions are essential:

• Information and communication technology (ICT) disruptions are a plausible scenario that requires well-defined recovery objectives.
• Not all systems will be recoverable simultaneously; system prioritisation is required.
• Cyber threats and data integrity risks may accompany or trigger business disruptions.
• Dependence on third-party technology providers introduces additional continuity and recovery considerations.

These assumptions support alignment between BCM, IT disaster recovery, and cybersecurity programmes.

External and Environmental Assumptions

IsDB operates in a complex external environment, which informs several key assumptions:

• Geopolitical events, natural disasters, and public health emergencies may impact multiple regions simultaneously.
• Regulatory expectations and stakeholder scrutiny may intensify during crises.
• Supply chain and third-party disruptions may occur beyond IsDB’s direct control.
• Coordination with member countries, partners, and international institutions will be required during major incidents.

Accounting for external dependencies ensures that BCM planning extends beyond internal operations.

Assumptions Related to Crisis Management and Decision-Making

Effective BCM at IsDB assumes a strong link with crisis management:

• Timely and accurate information may be incomplete during the early stages of an incident.
• Decision-making may need to occur under time pressure and uncertainty.
• Clear escalation thresholds will trigger crisis management and the activation of BCM.
• Internal and external communications must be coordinated, consistent, and aligned with IsDB’s values and reputation.

These assumptions ensure that continuity plans are usable in real-world crisis conditions.

Review and Validation of Assumptions

Business continuity assumptions should not remain static. For IsDB:

• Assumptions should be documented and approved as part of the BCM framework.
• They should be reviewed periodically or when significant organisational or environmental changes occur.
• Exercises, tests, and actual incidents should be used to validate or refine assumptions.
• Updates to assumptions should be communicated across the organisation to maintain alignment.

This continuous review process strengthens BCM maturity and relevance.

 

Determining sound business continuity assumptions is a critical step in ensuring that IsDB’s BCM programme is credible, effective, and sustainable.

These assumptions provide a shared understanding of how the organisation is expected to function during disruptive incidents, what resources are likely to be constrained, and what recovery outcomes are realistically achievable.

When clearly articulated and endorsed by senior management, they serve as a stable reference point for risk assessment, business impact analysis, strategy selection, and plan development.

For the Islamic Development Bank, well-defined BCM assumptions must reflect its global footprint, mission-driven operations, reliance on technology and third-party partners, and responsibility to member countries and stakeholders.

As the operating environment evolves, these assumptions should be periodically reviewed and validated through exercises, tests, and real incident learnings.

By doing so, IsDB can ensure that its business continuity arrangements remain relevant, resilient, and aligned with its overarching goal of sustaining development impact even in the face of disruption.

In conclusion, determining the business continuity assumptions is a crucial step in the BCM process for the Islamic Development Bank.

 

Building Resilience: A Guide to Business Continuity Management at IsDB
eBook 1: Understanding Your Organisation: Islamic Development Bank
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