---
title: [CM] [BDCB] [E1] [C1] Overview of Case Study
description: [CM] [BDCB] [E1] [C1] Overview of Case Study
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##### Crisis Management in Action: A Practical Implementation Guide for BDCB
# \[CM\] \[BDCB\] \[E1\] \[C1\] Overview of Case Study
[![\[CM\] \[BDCB\] \[Full Banner\] Crisis Management in Action\_ A Practical Implementation Guide for BDCB](https://no-cache.hubspot.com/cta/default/3893111/399bc296-6bd2-4c03-8819-8bfe517a3e07.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/399bc296-6bd2-4c03-8819-8bfe517a3e07)
**Understanding Your Organisation for Brunei Darussalam Central Bank** is the first eBook in the series **“Crisis Management in Action: A Practical Implementation Guide for BDCB.”**
[![eBook Cover \[CM\] \[BDCB\] \[E1\] \[2D\]](https://no-cache.hubspot.com/cta/default/3893111/511280c6-db6a-4674-9086-1516716b1606.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/511280c6-db6a-4674-9086-1516716b1606)It establishes the organisational context required before the Brunei Darussalam Central Bank (BDCB) develops or enhances its Crisis Management (CM) capability.
Effective crisis management should begin with an understanding of the organisation, not with writing a Crisis Management Plan.
An organisation must first understand its mandate, operating environment, critical responsibilities, stakeholders, dependencies, threats, potential crisis scenarios, and strategic priorities.
Only then can it determine the appropriate crisis-management capability.
This principle is particularly important for BDCB. BDCB is responsible for conducting Brunei Darussalam's monetary policy, issuing Brunei currency, and regulating and supervising banks and other financial institutions.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f88736fc-7f6e-4d99-93ae-301e6bb45ac5)
[Moh Heng Goh](https://blog.bcm-institute.org/en/ebook-cm/author/moh-heng-goh) Oct 5, 2026
###### Crisis Management Certified Planner-Specialist-Expert
##### [![\[CM\] \[BDCB\] Legal Disclaimer Banner](https://no-cache.hubspot.com/cta/default/3893111/062c8304-1699-4f7b-a38d-f128d9815304.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/062c8304-1699-4f7b-a38d-f128d9815304)
### eBook 1: Chapter 1
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/f88736fc-7f6e-4d99-93ae-301e6bb45ac5)
### **Overview of Case Study for Brunei Darussalam Central Bank**
#### **Introduction**
[![\[CM\] \[BDCB\] \[E1\] \[C1\] Overview of Case Study](https://no-cache.hubspot.com/cta/default/3893111/c6dfd532-71c7-42be-a2d2-57ee143d6a90.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c6dfd532-71c7-42be-a2d2-57ee143d6a90)
**[![eBook Cover \[CM\] \[BDCB\] \[E1\] \[2D\]](https://no-cache.hubspot.com/cta/default/3893111/511280c6-db6a-4674-9086-1516716b1606.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/511280c6-db6a-4674-9086-1516716b1606)Understanding Your Organisation for Brunei Darussalam Central Bank** is the first eBook in the series **“Crisis Management in Action: A Practical Implementation Guide for BDCB.”**
It establishes the organisational context required before the Brunei Darussalam Central Bank (BDCB) develops or enhances its Crisis Management (CM) capability.
Effective crisis management should begin with an understanding of the organisation, not with writing a Crisis Management Plan.
An organisation must first understand its mandate, operating environment, critical responsibilities, stakeholders, dependencies, threats, potential crisis scenarios, and strategic priorities.
Only then can it determine the appropriate crisis-management capability.
This principle is particularly important for BDCB. BDCB is responsible for conducting Brunei Darussalam's monetary policy, issuing Brunei currency, and regulating and supervising banks and other financial institutions.
Its statutory objectives include maintaining domestic price stability, ensuring financial-system stability, helping establish and operate efficient payment systems, and fostering a sound and progressive financial-services sector.
BDCB's responsibilities also create important operational and financial system dependencies. It operates the National Payment and Settlement Systems (NPSS), comprising the **Real-Time Gross Settlement (RTGS), Automated Clearing House (ACH), and Central Securities Depository (CSD)** systems.
A serious crisis affecting BDCB could therefore have consequences beyond the organisation itself.
Depending on the circumstances, it could affect financial institutions, payment and settlement activities, businesses, consumers, government stakeholders, and confidence in the wider financial system.
This eBook establishes the foundation for understanding those relationships.
#### **Purpose of eBook 1 — Understanding Your Organisation**
The purpose of eBook 1 is to establish the organisational and crisis-management context required before detailed CM implementation begins.
The eBook addresses ten interconnected areas:
- **Introducing Crisis Management for BDCB**
- **Understanding BDCB**
- **Identifying CM Goals for BDCB**
- **Differentiating Crisis Management and Business Continuity Management**
- **Identifying the Types of Crisis Scenarios**
- **Assessing Risks and Threats**
- **Implementing the CM Planning Methodology**
- **Pre-Crisis — Risk Identification and Crisis Preparedness**
- **During Crisis — Crisis Response and Decision-Making**
- **Post-Crisis — Crisis Recovery**
Together, these areas provide the foundation for BDCB to build its crisis-management framework, strategies, plans, teams, exercises, and improvement programme.
#### **Introducing Crisis Management for BDCB**
Crisis management provides the strategic leadership and coordination required when an event exceeds normal incident-management arrangements and creates significant uncertainty, urgency, or potential organisational consequences.
For BDCB, crisis management should provide senior management with the capability to:
- recognise when an operational incident is developing into a crisis;
- establish reliable situational awareness;
- determine strategic priorities;
- make decisions under uncertainty and time pressure;
- protect employees and other affected persons;
- maintain essential central-bank responsibilities;
- coordinate multiple internal response functions;
- communicate with financial institutions and other stakeholders;
- manage public and media communication;
- consider wider financial system consequences;
- oversee stabilisation and recovery; and
- learn from the event.
Crisis management should therefore not be viewed simply as an emergency response.
For example, a building fire may initially be managed through emergency and facilities procedures. A cyberattack may initially be managed through cybersecurity incident response.
Technology teams may initially manage an application outage.
These events become crisis-management concerns when their consequences require **strategic leadership, cross-functional coordination, or decisions beyond normal operational authority**.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/6d07484c-bfdd-4a00-983b-8d2c54bad8e4)Understanding the Brunei Darussalam Central Bank**
Understanding BDCB requires consideration of both its organisational responsibilities and its position within Brunei Darussalam's financial system.
BDCB's published responsibilities include conducting monetary policy, issuing Brunei currency, and regulating and supervising banks and other financial institutions. Its objectives include domestic price stability, financial-system stability, efficient payment systems, and development of a sound and progressive financial-services sector.
These responsibilities mean that BDCB's crisis-management environment differs from that of a conventional commercial organisation.
A crisis could affect:
**BDCB itself** — its employees, premises, technology, information, and operations.
**Financial institutions** — banks and other regulated entities may depend upon BDCB's systems, regulatory decisions, information, or coordination.
**Financial-market infrastructure** — BDCB operates RTGS, ACH, and CSD.
**Payment-system participants** — payment disruption may affect institutions dependent upon clearing and settlement.
**Businesses and consumers** — prolonged disruption to financial services could ultimately have downstream consequences.
**Government and authorities** — certain crises may require a coordinated national-level response.
**Public confidence** — misinformation or uncertainty during a major financial event may itself become a significant crisis-management issue.
The organisational-context assessment should therefore identify not merely **what BDCB does**, but also **what depends upon BDCB and what BDCB depends upon**.
#### **BDCB's Payment and Settlement Environment**
Payment and settlement infrastructure illustrates why organisational context matters to crisis management.
BDCB operates the NPSS, consisting of RTGS, ACH, and CSD. BDCB describes safe, reliable, and efficient financial-market infrastructures as key components of the financial system supporting financial stability and economic growth.
##### **Real-Time Gross Settlement**
RTGS supports large-value and urgent interbank payments in real time. Interbank payments are settled using funds held in Brunei Dollar settlement accounts directly with BDCB, and settled payments are final and irrevocable.
##### **Automated Clearing House**
ACH facilitates the bulk clearing of debit and credit instruments. Payment obligations are netted after clearing sessions and submitted to RTGS for settlement.
##### **Central Securities Depository**
CSD provides electronic registration and record-keeping for government debt securities and supports securities auctions, transfers, secondary-market trading, and collateral management.
These relationships demonstrate why a technology incident cannot always be viewed solely as an IT problem.
A severe technology disruption could progress from a technical event into an operational, payment, stakeholder, and potentially strategic crisis.
#### **Identifying Crisis Management Goals for BDCB**
Once BDCB's organisational context is understood, BDCB can establish clear crisis-management goals.
The principal goals should include:
| CM Goal | Application to BDCB |
| --- | --- |
| Protect Life and Safety | Protect employees, visitors, contractors, and other affected persons. |
| Maintain Strategic Leadership | Enable senior management to maintain command, direction, and coordination during uncertainty. |
| Protect Critical Responsibilities | Sustain or recover activities necessary to support BDCB's mandate. |
| Protect Financial Infrastructure | Manage potential consequences affecting RTGS, ACH, CSD, and associated dependencies. |
| Protect Information | Preserve confidentiality, integrity, and availability of sensitive information. |
| Support Financial-System Stability | Consider whether an organisational event could have broader financial-sector consequences. |
| Maintain Stakeholder Confidence | Provide accurate, timely, and credible information during significant events. |
| Support Effective Decision-Making | Provide decision-makers with reliable situational awareness and strategic options. |
| Coordinate Recovery | Move from immediate crisis response through stabilisation toward sustainable recovery. |
| Learn and Improve | Capture lessons and strengthen BDCB's future crisis-management capability. |
These goals provide a basis for determining whether crisis-management arrangements are appropriate and effective.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/74a1449a-0be0-4782-a700-8ab0f2e5e4a6)Differentiating Crisis Management and Business Continuity Management**
Crisis Management and Business Continuity Management (BCM) are closely related but serve different purposes.
| Dimension | Crisis Management | Business Continuity Management |
| --- | --- | --- |
| Primary Focus | Strategic leadership and organisational response | Continuity and recovery of priority activities |
| Primary Question | How should the organisation manage the crisis strategically? | How will priority activities continue or recover? |
| Management Level | Primarily strategic/senior management | Strategic, tactical, and operational |
| Decision Environment | High uncertainty, urgency, and ambiguity | Structured continuity and recovery requirements |
| Typical Activation | The event threatens strategic objectives, stakeholders, reputation, or organisational viability | Disruption threatens the continuity of priority business activities |
| Communication | Major internal/external stakeholder and crisis communication | Primarily continuity-related coordination |
| Outcome | Crisis stabilised and strategic control maintained | Priority operations continued or recovered |
During a significant event, both capabilities may operate simultaneously.
For example, following a major cyberattack, technology specialists may contain the attack, disaster recovery teams may restore systems, BCM teams may implement continuity arrangements, while the Crisis Management Team considers the wider implications for BDCB, financial institutions, stakeholders, public communication, and financial-system confidence.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/2caf9039-e27e-4c1b-a49d-61a883128f35)Identifying the Types of Crisis Scenarios**
BDCB should develop its crisis-management capability around a broad range of **severe but plausible scenarios** rather than attempting to predict a single future crisis.
The crisis categories considered in this eBook include:
##### **Natural Crisis**
Examples include flooding, flash flooding, severe weather, lightning, strong winds, haze, earthquake or regional seismic activity, infectious disease, and pandemic.
##### **Technological Crisis**
Examples include hardware failure, software failure, network disruption, telecommunications failure, cyberattack, ransomware, data corruption, data breach, data-centre failure, and failed technology change.
##### **Confrontation Crisis**
Examples include public protest, demonstrations, stakeholder campaigns, blockades, or disputes arising following significant regulatory actions.
##### **Malevolence Crisis**
Examples include terrorism, sabotage, cyber espionage, extortion, deliberate attacks, and malicious information manipulation.
##### **Organisational Misdeeds**
This category includes:
**Skewed Management Values** — failures in organisational priorities, risk culture, or consideration for stakeholders.
**Deception** — concealment, misrepresentation, or manipulation of material information.
**Management Misconduct** — fraud, corruption, abuse of authority, conflict of interest, or misuse of confidential information.
##### **Workplace Violence**
Examples include physical assault, armed intruder, threatened violence, or hostage situations.
##### **Rumours and Misinformation**
Examples include false claims about BDCB, the Brunei Dollar, payment-system availability, financial-system stability, or an institution's financial condition.
##### **Lack of Funds / Financial Crisis**
Examples include liquidity stress, solvency deterioration, rapid withdrawals, settlement-liquidity problems, and financial contagion.
The purpose of identifying these categories is not to imply that they have occurred at BDCB. They provide a structured **planning universe** for assessing relevant scenarios.
#### **Assessing Risks and Threats**
Once BDCB has identified potential threats and crisis scenarios, it should assess their relevance and potential consequences.
The assessment should consider:
- initiating threat;
- potential crisis scenario;
- affected people;
- affected business and central-bank activities;
- financial consequences;
- operational consequences;
- legal and regulatory implications;
- reputational consequences;
- social or public-interest consequences;
- technology and information impacts;
- financial-sector consequences;
- existing preventive controls;
- early-warning indicators;
- likelihood;
- potential severity;
- duration;
- interdependencies; and
- potential escalation pathways.
The purpose is not simply to assign a risk score. The analysis should help management understand **how a threat could evolve into a crisis and where intervention could prevent escalation**.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/087d509d-3aea-4a9d-b16b-25b27f8e4623)**
#### **Implementing the CM Planning Methodology**
The results of organisational understanding and risk assessment become inputs into BDCB's Crisis Management Planning Methodology.
The methodology comprises seven phases:
**CM Project Management (PM)** establishes governance, sponsorship, scope, and implementation arrangements.
**Crisis Scenario Risk Analysis and Review (CAR)** identifies threats and develops severe but plausible crisis scenarios.
**Business Impact Analysis (BIA)** determines potential impacts, dependencies, and strategic priorities.
**CM Strategy (BCS)** establishes appropriate prevention and response strategies.
**CM Plan Development (PD)** translates strategies into Crisis Management Plans, procedures, and scenario-specific playbooks.
**CM Testing and Exercising (TE)** validates whether teams, plans, and decision-making arrangements work under realistic conditions.
**CM Program Management (PgM)** maintains, reviews, and continually improves the capability.
This creates a structured implementation journey rather than treating crisis management as a one-time plan-writing exercise.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/981cfdd3-4d91-4cec-b657-2b6feaa7ef76)Pre-Crisis — Risk Identification and Crisis Preparedness**
The **pre-crisis phase** is where effective crisis management is built.
BDCB should use this phase to understand what could happen, reduce preventable vulnerabilities and prepare management to respond when prevention fails.
Pre-crisis activities should include:
- identifying threats and vulnerabilities;
- developing crisis scenarios;
- assessing risk;
- implementing preventive controls;
- defining early-warning indicators;
- establishing escalation criteria;
- defining Crisis Management Team membership;
- developing the Crisis Management Plan;
- preparing scenario-specific playbooks;
- establishing communication protocols;
- identifying key stakeholders;
- maintaining contact information;
- training Crisis Management Team members;
- exercising severe but plausible scenarios; and
- correcting identified weaknesses.
The aim is to create **readiness before urgency occurs**.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/534413f5-32e8-48ee-8dcf-fb5d150e7918)During Crisis — Crisis Response and Decision-Making**
When a crisis occurs, the focus shifts from preparedness to strategically controlling **a rapidly evolving situation**.
The Crisis Management Team should establish situational awareness and determine:
- **What has happened?**
- **What is happening now?**
- **Who or what is affected?**
- **What could happen next?**
- **What decisions are required immediately?**
- **What information is missing?**
- **Who needs to be informed?**
- **What strategic objectives should guide the response?**
Decision-making should distinguish confirmed facts from assumptions and unverified information.
The team should consider immediate safety, operational impacts, financial-system implications, stakeholder expectations, communications, and potential secondary consequences.
A major crisis should not become a sequence of disconnected operational decisions. Senior management should establish **strategic objectives** against which operational actions can be prioritised.
#### **Example — BDCB Payment-System Crisis**
Consider an illustrative scenario in which a major cyberattack affects technology supporting BDCB's payment environment.
Initially, technology and cybersecurity teams detect abnormal activity. Systems are isolated to contain potential compromise.
The investigation then identifies uncertainty about the integrity or availability of critical payment services.
Because RTGS supports large-value, urgent interbank payments and ACH obligations are submitted to RTGS for settlement, disruption could extend beyond the affected technology platform.
The crisis-management challenge would therefore include several simultaneous questions:
- Are employees and systems secure?
- Can transaction information be trusted?
- Which services remain safe to operate?
- Which financial institutions are affected?
- Are critical settlement deadlines approaching?
- Could liquidity consequences emerge?
- What should financial institutions be told?
- Is public communication required?
- Is misinformation circulating?
- What strategic decisions require senior-management authority?
This demonstrates the transition from **technical incident management to strategic crisis management**.
#### **[](https://cta-redirect.hubspot.com/cta/redirect/3893111/fdaa676d-372d-4ec3-804d-4ef4b3b7ef43)Post-Crisis — Crisis Recovery**
Crisis management does not end when the immediate incident has been contained.
The **post-crisis phase** should move BDCB from stabilisation to sustainable recovery and organisational learning.
Key activities include:
- confirm that immediate threats are controlled;
- establish recovery priorities;
- restore normal governance arrangements;
- transition outstanding actions to appropriate business owners;
- continue employee and stakeholder support;
- maintain necessary communications;
- assess longer-term financial, operational, or reputational consequences;
- preserve records and evidence;
- conduct post-crisis reviews;
- identify lessons;
- assign corrective actions;
- update risk assessments;
- revise prevention and response strategies;
- update plans and playbooks; and
- exercise revised arrangements.
The objective should not simply be to return to the previous state. Where the crisis exposes weaknesses, BDCB should use those findings to strengthen future capability.
#### **The Crisis Management Lifecycle**
The three broad stages provide a useful framework for understanding the complete CM lifecycle:
![\[CM\] \[BDCB\] \[E1\] \[C1\] CM Lifecycle](https://blog.bcm-institute.org/hs-fs/hubfs/%5BCM%5D%20%5BBDCM%5D%20%5BE1%5D%20Pictures/%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20CM%20Lifecycle.png?width=1536&height=1024&name=%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20CM%20Lifecycle.png)For the eBook, this should be converted into a **standalone professional diagram** titled **“Crisis Management Lifecycle for BDCB”** rather than retaining the text-arrow version.
The lifecycle is continuous because post-crisis learning should feed back into risk identification and preparedness.
#### **From Threat to Strategic Crisis**
One of the most important concepts for BDCB is that not every incident is a crisis.
An event may escalate progressively:
![\[CM\] \[BDCB\] \[E1\] \[C1\] From Threat to Strategic Crisis](https://blog.bcm-institute.org/hs-fs/hubfs/%5BCM%5D%20%5BBDCM%5D%20%5BE1%5D%20Pictures/%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20From%20Threat%20to%20Strategic%20Crisis.png?width=1536&height=1024&name=%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20From%20Threat%20to%20Strategic%20Crisis.png)
This should be converted into a **separate professional diagram** titled **“From Threat to Strategic Crisis”** rather than retaining the text-arrow version.
Escalation should not depend solely on the size of the operational disruption. A relatively contained event may require crisis management if it creates significant uncertainty, stakeholder concern, reputational exposure, or potential financial-system consequences.
#### **Understanding Interdependencies**
BDCB's organisational context should also be viewed through its external dependencies and downstream consequences.
An illustrative relationship is:
![\[CM\] \[BDCB\] \[E1\] \[C1\] Understanding Interdependencies](https://blog.bcm-institute.org/hs-fs/hubfs/%5BCM%5D%20%5BBDCM%5D%20%5BE1%5D%20Pictures/%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20Understanding%20Interdependencies.png?width=1536&height=1024&name=%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20Understanding%20Interdependencies.png)
This should be converted into a **separate professional diagram** titled **“BDCB Crisis Management Interdependencies”** rather than retaining the text-arrow version.
The relationship does not imply that every BDCB disruption would produce all these consequences. It shows why crisis assessment should consider cascading impacts rather than focusing only on the immediate internal disruption.
BDCB's role in payment-system oversight reinforces this wider perspective.
BDCB states that it approves, oversees, and supervises payment systems in Brunei Darussalam and seeks to identify weaknesses that could harm customers, the national interest, or create unnecessary risk.
#### **Key Principles for BDCB Crisis Management**
Several principles should guide the development of BDCB's capability.
**Protect people first.** Life safety and employee welfare remain fundamental regardless of the type of crisis.
**Establish facts before assumptions become decisions.** Crisis environments create incomplete and conflicting information.
**Think beyond the immediate incident.** The most important consequence may emerge through a dependency rather than from the initiating event.
**Protect information integrity.** A technically available system may still be unsafe if BDCB cannot trust its information or transactions.
**Escalate strategically.** Operational teams should manage operational incidents; senior management should intervene when strategic consequences require broader authority and coordination.
**Communicate deliberately.** Communication should be accurate, timely, and appropriate to the stakeholder and situation.
**Prepare for cascading events.** A natural disaster can become a technology and workforce crisis; a cyberattack can become a payment and confidence crisis; institutional financial stress can become a wider financial-stability concern.
**Learn systematically.** Exercises and actual crises should produce documented improvements to strategy, plans, training, and controls.
#### **How eBook 1 Supports the Series**
The three eBooks perform complementary roles.
![\[CM\] \[BDCB\] \[E1\] \[C1\] How ebook 1 Supports the Series](https://blog.bcm-institute.org/hs-fs/hubfs/%5BCM%5D%20%5BBDCM%5D%20%5BE1%5D%20Pictures/%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20How%20ebook%201%20Supports%20the%20Series.png?width=1774&height=887&name=%5BCM%5D%20%5BBDCB%5D%20%5BE1%5D%20%5BC1%5D%20How%20ebook%201%20Supports%20the%20Series.png)
**eBook 1 — Understanding Your Organisation for Brunei Darussalam Central Bank** establishes the organisational context, CM goals, crisis landscape, risks, dependencies, and lifecycle.
**eBook 2 — Implementing Crisis Management for Brunei Darussalam Central Bank** provides the methodology required to translate this understanding into a structured crisis-management capability.
**eBook 3 — Starting Your CM Implementation for Brunei Darussalam Central Bank** moves into practical implementation through detailed assessments, templates, strategies, procedures, resources, and implementation activities.
Together, the three eBooks progress from **understanding to methodology** to **implementation**.
### [![\[Summary\] \[CM\] \[E1\] \[C1\] Overview of Case Study](https://no-cache.hubspot.com/cta/default/3893111/73e373d9-e9c6-4f87-b2ee-53f60b8a384d.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/73e373d9-e9c6-4f87-b2ee-53f60b8a384d)
**Understanding Your Organisation for Brunei Darussalam Central Bank** establishes the foundation for implementing an effective crisis-management capability at BDCB.
The starting point is an understanding of the organisation itself: its responsibilities, objectives, stakeholders, financial infrastructure, technology, people, and dependencies.
BDCB's responsibilities include monetary policy, currency issuance, regulation and supervision of financial institutions, financial-system stability, and support for efficient payment systems.
BDCB's operation of RTGS, ACH, and CSD further demonstrates the interconnections between BDCB's operations and Brunei Darussalam's wider financial infrastructure.
In this context, eBook 1 introduces Crisis Management for BDCB, sets CM goals, distinguishes Crisis Management from Business Continuity Management, identifies relevant crisis types, considers risks and threats, introduces the CM Planning Methodology, and examines the **pre-crisis, during-crisis, and post-crisis** stages.
The key principle is that crisis management should not begin when the crisis occurs.
It begins **before the crisis**, through organisational understanding, risk identification, prevention, preparation, governance, training, and exercising.
It continues **during the crisis**, through leadership, situational awareness, decision-making, coordination, and communication. It extends **after the crisis**, through recovery, review, learning, and improvement.
By establishing this foundation, eBook 1 prepares BDCB to move into **eBook 2 — Implementing Crisis Management for Brunei Darussalam Central Bank**, where these concepts can be translated into the structured seven-phase Crisis Management Planning Methodology.
[](https://cta-redirect.hubspot.com/cta/redirect/3893111/3aefb2d2-3110-47c1-ad4f-d3e6e5381066)
[![\[CM\] \[BDCB\] \[3/4 Banner\] Crisis Management in Action\_ A Practical Implementation Guide for BDCB](https://no-cache.hubspot.com/cta/default/3893111/b3d8c34f-d579-45e8-aba7-c04de5f90bb2.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b3d8c34f-d579-45e8-aba7-c04de5f90bb2)
| **eBook 1: Understanding Your Organisation** | | | | | | |
| --- | --- | --- | --- | --- | --- | --- |
| **C1** | **C2** | **C3** | **C4** | **C5 \[x\]** | **C5A** | **C6 \[x\]** |
| [![\[CM\] \[BDCB\] \[E1\] \[C1\] Overview of Case Study](https://no-cache.hubspot.com/cta/default/3893111/c6dfd532-71c7-42be-a2d2-57ee143d6a90.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/c6dfd532-71c7-42be-a2d2-57ee143d6a90) | [![\[CM\] \[BDCB\] \[E1\] \[C2\] Understanding Your Organisation](https://no-cache.hubspot.com/cta/default/3893111/8901e543-d6be-4099-b44c-38a231ad93c9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/8901e543-d6be-4099-b44c-38a231ad93c9) | [![\[CM\] \[BDCB\] \[E1\] \[C3\] Establishing CM Goals](https://no-cache.hubspot.com/cta/default/3893111/0c84af12-bdfb-4390-aaa3-982304dd50e5.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/0c84af12-bdfb-4390-aaa3-982304dd50e5) | [![\[CM\] \[BDCB\] \[E1\] \[C4\] CM Vs BCM](https://no-cache.hubspot.com/cta/default/3893111/2f5b3e5c-a85c-4d21-be23-0d1bb9002cdb.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/2f5b3e5c-a85c-4d21-be23-0d1bb9002cdb) | [![\[CM\] \[BDCB\] \[E1\] \[C5\] Identifying the Types of Crisis Scenarios](https://no-cache.hubspot.com/cta/default/3893111/20721361-3ba5-4e4f-8b95-393ae1f11cec.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/20721361-3ba5-4e4f-8b95-393ae1f11cec) | [![\[CM\] \[BDCB\] \[E1\] \[C5A\] Technological Crisis Scenarios](https://no-cache.hubspot.com/cta/default/3893111/3889a50b-7ef7-4fc9-abba-b240819bbca9.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3889a50b-7ef7-4fc9-abba-b240819bbca9) | [![\[CM\] \[BDCB\] \[E1\] \[C6\] Assessing Risks and Threats](https://no-cache.hubspot.com/cta/default/3893111/29a8e079-9de4-4c23-8bae-327e1b68a4a0.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/29a8e079-9de4-4c23-8bae-327e1b68a4a0) |
| **C7 \[x\]** | **C8 \[x\]** | **C9 \[x\]** | **C10 \[x\]** | **C11 \[x\]** | **C12 \[x\]** | **C13 \[x\]** |
| [![\[CM\] \[BDCB\] \[E1\] \[C7\] Composing the CM Team](https://no-cache.hubspot.com/cta/default/3893111/b582100d-8c8c-45a2-9e80-664d3960913f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/b582100d-8c8c-45a2-9e80-664d3960913f) | [![\[CM\] \[BDCB\] \[E1\] \[C8\] Implementing the CM Planning Methodology](https://no-cache.hubspot.com/cta/default/3893111/7a2fd2b6-08ab-450c-93f1-85aaa8bfddd3.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7a2fd2b6-08ab-450c-93f1-85aaa8bfddd3) | [![\[CM\] \[BDCB\] \[E1\] \[C9\] Pre-Crisis - Risk Identification and Crisis Preparedness](https://no-cache.hubspot.com/cta/default/3893111/6ebafa39-8b98-4f27-946f-5c04561346f3.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6ebafa39-8b98-4f27-946f-5c04561346f3) | [![\[CM\] \[BDCB\] \[E1\] \[C10\] During Crisis - Crisis Response and Decision-Making](https://no-cache.hubspot.com/cta/default/3893111/a0d99bef-6420-47d2-b185-cafad05f89d8.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/a0d99bef-6420-47d2-b185-cafad05f89d8) | [![\[CM\] \[BDCB\] \[E1\] \[C11\] Post Crisis - Crisis Recovery](https://no-cache.hubspot.com/cta/default/3893111/6f4529d8-d55d-4b83-b788-694b197407d4.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/6f4529d8-d55d-4b83-b788-694b197407d4) | [![\[CM\] \[BDCB\] E1\] \[C12\] Summary and Strategic Outlook](https://no-cache.hubspot.com/cta/default/3893111/24bcf380-f7b1-48d0-b5cb-b2bd308adafb.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/24bcf380-f7b1-48d0-b5cb-b2bd308adafb) | [![\[CM\] \[BDCB\] \[E1\] \[C13\] \[Back Cover\] CM eBook 1](https://no-cache.hubspot.com/cta/default/3893111/03a018f8-e311-43d0-b4af-41449a9756bf.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/03a018f8-e311-43d0-b4af-41449a9756bf) |
| | | | | | | |
#### More Information About Crisis Management Blended/ Hybrid Learning 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 \[CM-5\].
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/5ffecd2d-8000-4805-b5e3-e9ead2e259cc) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/c3546220-6c76-4a10-8c76-4040b94e09e5) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/03294547-1df3-435c-9243-971c3d9bb6ce) |
| --- | --- | --- |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/b29594fe-d44a-4ff8-8160-03f7ce454385) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/dd120e7f-9fe2-49ed-ad24-489b81c06739) | [![\[BL-CM\] \[5\] Register](https://no-cache.hubspot.com/cta/default/3893111/82024308-16f4-4491-98be-818a882c6286.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/82024308-16f4-4491-98be-818a882c6286) |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/c8aaf76b-4c0b-402a-ad12-c8aff24eb911) | Please feel free to send us a note if you have any questions. [![Email to Sales Team \[BCM Institute\]](https://no-cache.hubspot.com/cta/default/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3c53daeb-2836-4843-b0e0-645baee2ab9e) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/30bcbbbf-c8ea-48d8-8643-da2638f3f0f8) |
| [](https://cta-redirect.hubspot.com/cta/redirect/3893111/83d00c12-c51c-4476-9902-69f9b7667a91) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/672d2949-6233-4b26-ad42-ae0dd0a1a3ac) | [](https://cta-redirect.hubspot.com/cta/redirect/3893111/3ca6f50d-a3c5-41b8-8da2-26feb8a7613e) |
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