[CM] [SMU] [C4] Crisis Versus Business Continuity Management

Chapter 4: Difference Between Crisis Management and Business Continuity Management for SMU

CM Versus BCM for SMU

The Organisation CM Coordinator at Singapore Management University (SMU) needs to differentiate between Crisis Management (CM) and Business Continuity Management (BCM).

While CM and BCM share the common goal of organisational resilience, they differ in scope and execution.

Crisis Management focuses on immediate response, decision-making, and leadership during a disruptive event. It involves crisis communication, stakeholder coordination, and strategic decision-making to protect lives, assets, and reputation.
Business Continuity Management ensures the continuation of critical operations and services post-crisis. It involves business impact analysis, BCM strategies, and BCM Planning.

Key Distinction: Crisis management responds to a sudden, high-impact event, whereas business continuity management ensures long-term recovery and operational sustainability.

Crisis Scenario Versus Disaster at SMU

In the context of CM and BCM at SMU, a crisis scenario and a disaster are related but distinct concepts. CM focuses on managing crisis scenarios, while the BCM Team focuses on managing disasters.

Crisis Scenario

A crisis scenario is a sudden or developing situation threatening SMU’s operations, reputation, safety, or stakeholders.

These situations require immediate response and decision-making to mitigate risks and prevent escalation. Crisis scenarios can be unpredictable and may or may not result in long-term disruptions.

Types of Crisis Scenarios Affecting SMU

SMU is exposed to various crisis scenarios that could impact academic continuity, campus safety, and institutional reputation. The following are key crises that the university must prepare for:

Public Health Emergencies
- Pandemics (e.g., COVID-19)
- Infectious disease outbreaks (e.g., dengue, influenza)
- Foodborne illness incidents

Cybersecurity Incidents
- Data breaches affecting student and faculty records
- Ransomware attacks disrupting academic and administrative systems
- Phishing scams targeting university staff

Reputational Crises
- Negative media coverage due to misconduct or controversial incidents
- Academic integrity violations (e.g., plagiarism scandals)
- Social media crises involving misinformation

Campus Security Threats
- Violent incidents (e.g., active shooter situations, assaults)
- Vandalism and theft of university property
- Protests and demonstrations affecting operations

Operational Disruptions
- Major IT system failures impacting learning management systems
- Utility failures (e.g., power outages, water supply disruptions)
- Supplier failures affecting critical university services

Crisis scenarios do not always lead to physical damage, but if not managed properly, they can significantly impact the university’s reputation, operations, and stakeholders.

Disaster

On the other hand, a disaster refers to a catastrophic event that causes widespread damage or disruption to SMU’s infrastructure, operations, or safety.

Disasters typically require long-term recovery efforts, addressed in the university’s Business Continuity Management (BCM) plan.

Types of Disasters Managed Under SMU’s BCM Plan

In addition to crisis management, SMU maintains a comprehensive Business Continuity Management (BCM) plan to ensure operational resilience. The key disasters covered include:

Natural Disasters
- Severe weather events (e.g., floods, haze, lightning storms)
- Earthquakes and tremors
- Heatwaves impacting campus activities

Fire and Explosion Incidents
- Fire outbreaks in lecture halls, libraries, or dormitories
- Laboratory accidents involving hazardous materials
- Gas leaks leading to explosions

Pandemics and Epidemics
- Management of campus closures and remote learning transitions
- Implementation of quarantine and isolation protocols

Cyber and IT Disruptions
- Data loss incidents due to server failures or cyberattacks
- Extended outages of online learning platforms

Terrorism and Security Threats
- Bomb threats requiring campus evacuation
- Cyberterrorism targeting SMU’s digital infrastructure
- Physical intrusions posing threats to students and staff

Summary of Key Differences

Aspect	Crisis Scenario	Disaster
Methodology	Crisis Management	Business Continuity Management
Nature	A developing or immediate threat requiring rapid response.	A large-scale, destructive event causing significant damage.
Impact	It can affect reputation, operations, or safety without causing physical damage.	Causes severe operational disruptions and physical damage.
Response Approach	Managed through crisis response strategies, often requiring coordination with stakeholders.	Managed through business continuity and disaster recovery plans.
Duration	Typically, it is short-term and can escalate if not managed properly.	Often long-term, requiring extensive recovery efforts.

Summing Up ...

SMU’s approach to crisis management and business continuity is a proactive effort to safeguard its students, faculty, and operations.

At SMU, crisis scenarios are managed through its Crisis Management (CM) Plan to prevent escalation, while disasters are addressed under the BCM Plan to ensure recovery and resilience.

Both require coordinated response efforts, but the scale, impact, and duration of response differ significantly.

By aligning with ISO 22361, SMU can effectively anticipate, respond to, and recover from crises. Through continuous improvement, training, and stakeholder engagement, the university remains resilient despite ever-evolving threats.

More Information About Crisis Management Courses

To learn more about the course and schedule, click the buttons below for the CM-300 Crisis Management Implementer [CM-3] and the CM-5000 Crisis Management Expert Implementer [CM-5].