---
title: [CM] [BDCB] [E1] [C12] Summary and Strategic Outlook
description: [CM] [BDCB] [E1] [C12] Summary and Strategic Outlook
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##### Crisis Management in Action: A Practical Implementation Guide for BDCB
# \[CM\] \[BDCB\] \[E1\] \[C12\] Summary and Strategic Outlook
[![\[CM\] \[BDCB\] \[Full Banner\] 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)
This eBook has established the organisational and strategic foundation for developing an effective Crisis Management (CM) capability for the **Brunei Darussalam Central Bank (BDCB)**.
Its central premise is that Crisis Management for a central bank cannot be treated merely as an emergency-response plan.
It must be developed as a **strategic organisational capability** capable of protecting people, maintaining leadership and decision-making, supporting BDCB's mandate, managing significant disruptions and addressing consequences that may extend into Brunei Darussalam's wider financial system.
That requirement follows directly from BDCB's responsibilities.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/babf86ee-af6c-4a90-9e9e-3250763ea8ae)
[Moh Heng Goh](https://blog.bcm-institute.org/en/ebook-cm/author/moh-heng-goh) Oct 9, 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)
### Chapter 12
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/babf86ee-af6c-4a90-9e9e-3250763ea8ae)
#### Introduction
[![\[CM\] \[BDCB\] 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)
This eBook has established the organisational and strategic foundation for developing an effective Crisis Management (CM) capability for the **Brunei Darussalam Central Bank (BDCB)**.
Its central premise is that Crisis Management for a central bank cannot be treated merely as an emergency-response plan.
It must be developed as a **strategic organisational capability** capable of protecting people, maintaining leadership and decision-making, supporting BDCB's mandate, managing significant disruptions and addressing consequences that may extend into Brunei Darussalam's wider financial system.
That requirement follows directly from BDCB's responsibilities.
BDCB conducts monetary policy, issues and manages the Brunei currency, and regulates and supervises 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.
BDCB's National Payment and Settlement System adds another important resilience dimension. Its financial infrastructure includes the **Real-Time Gross Settlement (RTGS), Automated Clearing House (ACH), and Central Securities Depository (CSD)**.
BDCB itself describes RTGS as systemically important and emphasises the need for it to remain reliable, robust, and resilient.
Consequently, a severe incident affecting BDCB can potentially develop from an operational problem into a strategic crisis involving financial institutions, payment and settlement activities, businesses, consumers, public confidence, and ultimately financial system stability.
The overarching journey developed throughout this eBook is therefore:
#### **Introducing Crisis Management for BDCB**
The starting point was establishing what Crisis Management means in the context of BDCB.
Crisis Management is required when an event creates a level of **severity, uncertainty, complexity or strategic consequence** that cannot adequately be handled through routine operational management alone.
An incident may therefore develop through progressively more serious stages:
The defining characteristic is not simply the size of the incident. It is whether the event requires **strategic leadership and extraordinary coordination**.
For BDCB, this could occur when an event threatens:
- people or safety;
- BDCB's statutory responsibilities;
- critical operations;
- payment or settlement activities;
- technology or information integrity;
- financial institutions;
- public or market confidence;
- BDCB's reputation and credibility; or
- financial-system stability.
ISO 22361:2022 supports this strategic perspective.
The standard guides for organisations to plan, establish, maintain, review and continually improve a strategic crisis-management capability, including leadership, crisis-team decision-making, communication, training, validation, and learning.
#### **Understanding BDCB**
An effective Crisis Management capability must begin with the organisational context.
BDCB's responsibilities and objectives make this especially important because its critical relationships extend beyond its organisational boundary.
A useful representation is:
The Crisis Management framework should therefore understand four dimensions.
##### **Organisational Dimension**
BDCB must protect its people, facilities, information, technology, and critical activities.
##### **Mandate Dimension**
BDCB must preserve its ability to perform its central-bank responsibilities.
##### **Financial-Sector Dimension**
BDCB must understand how a disruption could affect regulated institutions, payment participants, and financial infrastructure.
##### **National Dimension**
Certain crises may have consequences requiring coordination with government authorities and other national stakeholders.
This creates an important design principle:
**BDCB's Crisis Management capability should be developed around what the organisation must protect, what it must continue to accomplish, who depends on it, and what wider consequences could arise if its critical capabilities are impaired.**
#### **Identifying Crisis Management Goals for BDCB**
The eBook then translated BDCB's organisational context into explicit Crisis Management goals.
These goals provide the connection between **BDCB's mandate and its crisis capability**.
The principal goals developed in this eBook include:
1. Protect people and their welfare.
2. Maintain strategic leadership.
3. Protect BDCB's mandate.
4. Support monetary and financial stability.
5. Protect critical payment and settlement activities.
6. Maintain situational awareness.
7. Enable strategic decision-making.
8. Coordinate internal response capabilities.
9. Coordinate external stakeholders.
10. Maintain effective crisis communication.
11. Manage misinformation.
12. Manage cascading consequences.
13. Sustain prolonged crisis operations.
14. Achieve controlled stabilisation and recovery.
15. Learn and continually improve.
These goals should subsequently be translated into policy, governance arrangements, plans, competencies, exercises, and measurable readiness requirements.
The relationship is:
#### **Differentiating Crisis Management and Business Continuity Management**
One of the most important distinctions developed in the eBook is between **Crisis Management (CM)** and **Business Continuity Management (BCM)**.
They are closely related but perform different functions.
| Crisis Management | Business Continuity Management |
| --- | --- |
| Strategic leadership | Continuity and recovery |
| Wider organisational consequences | Disrupted critical activities |
| Strategic decisions | Recovery priorities |
| Stakeholder management | Recovery resources |
| Reputation and confidence | Operational continuity |
| Crisis communication | Business recovery procedures |
| Cross-functional coordination | Function-specific recovery |
| Uncertainty and escalation | Recovery against defined requirements |
CM asks:
**How should BDCB strategically manage this situation and its wider consequences?**
BCM asks:
**How will BDCB continue or recover its critical activities following disruption?**
A major RTGS disruption demonstrates the distinction.
**BCM** addresses system recovery, alternate arrangements, resources, and recovery requirements.
**CM** addresses wider settlement implications, financial institutions, liquidity concerns, stakeholder communication, confidence, and potential financial system consequences.
The two capabilities, therefore, operate together:
Crisis Management should not simply be described as "BCM at a higher severity." It is a distinct strategic capability that integrates with BCM and other response disciplines.
#### **Identifying the Types of Crisis Scenarios**
The eBook established an all-hazards approach to identifying crises.
Relevant scenario families include:
- natural disasters;
- technological crises;
- cyber incidents;
- payment and settlement disruption;
- financial-system stress;
- confrontation;
- malevolent acts;
- workplace violence;
- organisational misconduct;
- rumours and misinformation;
- facilities and infrastructure disruption;
- workforce crises;
- third-party and supply-chain failures; and
- national or regional emergencies.
The key lesson is that **the initiating event does not determine whether something is a crisis**.
A technology incident, for example, may initially be managed operationally:
Similarly, misinformation could develop as:
BDCB should therefore focus on **how scenarios escalate**, not simply on their initial cause.
#### **Assessing Risks and Threats**
Threat identification was then connected to structured risk assessment.
The objective is not to predict every crisis. It is to understand credible sources of disruption and determine which scenarios require prevention, preparedness, response, and recovery capabilities.
A practical progression is:
**Identify Threat → Develop Crisis Scenario → Assess Existing Controls → Evaluate Impact → Evaluate Likelihood → Determine Risk → Prioritise Treatment and Preparedness**
Relevant impact dimensions include:
- people;
- operations;
- financial consequences;
- legal and regulatory consequences;
- reputation;
- technology and information;
- payment and settlement;
- financial institutions;
- public confidence; and
- financial-system stability.
However, conventional impact and likelihood alone may not fully explain crisis complexity. BDCB should also consider:
**Speed + Duration + Uncertainty + Interdependency + Detectability + Reversibility + Confidence Sensitivity**
A comparatively low-likelihood scenario may still warrant substantial preparedness if its consequences could be systemic or exceptionally difficult to control.
#### **Implementing the Crisis Management Planning Methodology**
The eBook introduced a structured seven-phase implementation methodology:
Each phase serves a distinct purpose.
| Phase | Primary Outcome |
| --- | --- |
| PM | Governance, sponsorship, scope, and implementation structure |
| CAR | Priority threats and crisis scenarios |
| BIA | Critical activities, dependencies, and consequences |
| BCS | Prevention and response strategies |
| PD | Crisis plans, procedures, and playbooks |
| TE | Validated capability and identified improvements |
| PgM | Sustained governance, assurance, and continual improvement |
The methodology should not be treated as seven documents.
It represents a capability-building journey:
**Govern → Understand → Assess → Strategise → Plan → Exercise → Improve**
The ultimate measure of success is therefore not whether BDCB possesses a Crisis Management Plan. It is whether BDCB can demonstrate that the organisation is capable of managing a severe strategic crisis.
#### **The Crisis Management Team**
An important supporting component is the Crisis Management Team (CMT).
The proposed structure developed for BDCB places strategic leadership at the centre, supported by relevant central-banking and specialist capabilities.
The recommended model is:
**Strategic Leadership → Core CMT → Crisis Support Functions → Operational and Specialist Response Teams**
Core representation should provide access to expertise covering areas such as:
- monetary operations;
- regulation and supervision;
- financial stability and surveillance;
- payment and settlement;
- technology;
- cybersecurity;
- risk;
- legal;
- people;
- corporate services; and
- crisis communication.
The governing principle is:
**Operational Teams Manage the Incident → Crisis Management Team Manages the Strategic Consequences**
This keeps the CMT focused on leadership, priorities, consequences, stakeholders, and strategic decisions rather than detailed technical response.
#### **Pre-Crisis — Risk Identification and Crisis Preparedness**
The **pre-crisis stage** is where resilience is built.
Its objective is not to predict the next crisis. It is to ensure that BDCB can recognise emerging threats, understand their implications, and intervene before consequences become unmanageable.
The pre-crisis process is:
**Monitor → Detect → Verify → Assess → Escalate → Decide → Act**
Preparedness should include:
- threat monitoring;
- crisis risk assessment;
- early-warning indicators;
- escalation criteria;
- CMT arrangements;
- trained alternates;
- stakeholder contacts;
- scenario playbooks;
- crisis communication arrangements;
- alternate facilities;
- decision-making processes;
- exercises; and
- management assurance.
Potential conditions may be represented as:
**Green → Amber → Red → Crisis**
The purpose of such a framework is to ensure that BDCB does not wait for certainty before escalating a deteriorating situation.
A central lesson from this stage is:
**The objective is not to predict the next crisis. It is to create an organisation capable of recognising emerging threats, understanding their potential consequences, and acting before those consequences become unmanageable.**
#### **During Crisis — Crisis Response and Decision-Making**
The during-crisis stage moves from preparedness to strategic action.
The overall sequence is:
**Activate → Assess → Stabilise → Decide → Communicate → Monitor → Recover**
A crisis normally begins with incomplete and potentially conflicting information. The CMT must therefore establish a reliable operating picture.
Information should be separated into:
**Facts → Assumptions → Unknowns**
The CMT can then determine:
**What Happened? → What Do We Know? → What Could Happen Next? → What Matters Most? → What Options Exist? → What Will We Do?**
Decision-making should be supported by:
- situation reports;
- crisis intelligence;
- decision logs;
- action tracking;
- stakeholder analysis;
- scenario forecasting;
- specialist advice; and
- communication monitoring.
The response model should maintain the separation between operational and strategic activity:
**Operational Response → Information and Recommendations → CMT → Strategic Direction and Priorities → Operational Implementation**
The CMT should also continually reassess whether the crisis is improving, stable or deteriorating.
#### **Crisis Communication During the Response**
Communication is not a separate activity added after strategic decisions. It is part of Crisis Management itself.
BDCB may need to communicate with:
- employees;
- financial institutions;
- payment-system participants;
- government authorities;
- market participants;
- counterparties;
- suppliers;
- media;
- businesses;
- consumers; and
- the wider public.
The communication cycle should be:
**Understand Stakeholder Concerns → Establish Verified Facts → Determine Communication Objective → Develop Message → Approve → Communicate → Monitor Reaction → Update**
This becomes particularly important where misinformation could affect confidence.
The objective is not merely to communicate quickly. It is to communicate **accurately, consistently, credibly, and strategically**.
#### **Post-Crisis — Crisis Recovery**
The end of the immediate incident does not necessarily mean the crisis has ended.
Post-crisis management should be treated as a structured transition:
**Crisis Stabilisation → Controlled Transition → Recovery → Restoration → Appropriate Normal Operations → Evaluation → Learning → Improvement**
Recovery may require simultaneous attention to:
- operational restoration;
- technology and information;
- people and welfare;
- financial institutions;
- stakeholder commitments;
- reputation;
- investigations;
- residual risks;
- corrective actions; and
- financial system consequences.
The CMT should stand down only when the strategic crisis-management requirement has sufficiently reduced and continuing responsibilities have been transferred to appropriate recovery governance.
A useful de-escalation pathway is:
**Active Crisis → Stabilising → Recovery Transition → Recovery Management → Business as Usual**
#### **Supporting People After the Crisis**
Recovery also has a human dimension.
Employees, CMT members, and operational responders may have worked for prolonged periods under significant pressure.
Post-crisis arrangements should therefore address:
**Crisis Duty → Structured Handover → Rest and Recovery → Welfare Check → Debrief → Return to Normal Duties**
Psychological First Aid, where appropriate, should focus on practical and humane support rather than attempting to substitute for professional clinical care.
Supporting people is part of organisational recovery rather than an optional welfare activity.
#### **Rebuilding Stakeholder Confidence**
A significant crisis can continue to affect a reputation after systems and operations have been restored.
Confidence recovery requires evidence.
A practical model is:
**Corrective Action → Evidence of Progress → Transparent Communication → Stakeholder Understanding → Confidence Recovery**
For BDCB, this is particularly significant because confidence is closely connected to the effectiveness of a central bank and the stability of the financial system.
Recovery communication should therefore progressively move from immediate crisis information to evidence of restoration, remediation, and improvement.
#### **Learning from Crisis**
A crisis provides little organisational value if lessons are identified but never implemented.
The appropriate process is:
**Observation → Lesson Identified → Corrective Action → Accountable Owner → Target Date → Implementation → Validation → Closure**
This distinction is critical.
A post-crisis report is not itself evidence of improvement.
BDCB should demonstrate that identified weaknesses have resulted in changes to:
- governance;
- strategies;
- plans;
- systems;
- resources;
- training;
- communication;
- supplier arrangements;
- recovery capability; or
- exercises.
ISO 22361 specifically includes training, validation, and learning from crises within strategic crisis-management capability.
#### **The Complete Crisis Management Lifecycle**
The chapters collectively establish three broad stages:
##### **Pre-Crisis**
**Risk Identification + Prevention + Preparedness + Early Warning**
##### **During Crisis**
**Activation + Situational Awareness + Leadership + Decision-Making + Coordination + Communication + Stabilisation**
##### **Post-Crisis**
**Recovery + Stakeholder Support + Confidence Rebuilding + Evaluation + Learning + Improvement**
Together:
**Pre-Crisis → During Crisis → Post-Crisis → Improved Preparedness**
This makes Crisis Management a continuous capability rather than an event-driven activity.
#### **Strategic Lessons from eBook 1**
Several overarching lessons emerge from *Understanding Your Organisation for Brunei Darussalam Central Bank*.
First, **Crisis Management must be linked to BDCB's mandate**. The capability should protect not only the organisation but also its ability to perform central-bank responsibilities.
Second, **crises must be understood through consequences rather than initiating events**. A relatively ordinary technology incident can become strategic when financial institutions, payment systems or confidence are affected.
Third, **Crisis Management and BCM should be integrated but not confused**. CM manages strategic consequences; BCM maintains and recovers critical activities.
Fourth, **the CMT must remain strategically focused**. Operational teams should resolve the underlying incident while senior leadership manages wider consequences.
Fifth, **information quality determines decision quality**. Situational awareness, verification, assumptions, unknowns, and forward-looking analysis are therefore central capabilities.
Sixth, **communication is part of a strategic response**. It influences stakeholder behaviour, confidence, and the effectiveness of crisis decisions.
Finally, **recovery must include learning**. A crisis-management capability that does not change following exercises and actual events will gradually become less effective.
#### **Strategic Outlook for BDCB**
BDCB's operating environment will continue to evolve.
The recently launched **Brunei Darussalam Financial Sector Blueprint 2026–2035** places emphasis on a progressive and innovative financial sector, sustainability through finance, and modern and technology-driven financial infrastructure, while remaining anchored in monetary and financial stability.
This strategic direction makes Crisis Management increasingly important.
Greater digitalisation and interconnectedness can improve efficiency while also increasing dependencies. Future crisis preparedness should therefore give continuing attention to:
- cyber threats;
- digital financial infrastructure;
- data and transaction integrity;
- payment-system resilience;
- technology concentration;
- third-party dependencies;
- misinformation;
- cross-sector dependencies;
- emerging technologies;
- prolonged multi-dimensional crises; and
- cascading financial-system consequences.
The future model should therefore move progressively from:
**Incident Preparedness → Organisational Crisis Preparedness → Financial-System Crisis Preparedness → Integrated Organisational Resilience**
#### **From eBook 1 to Implementation**
This first eBook has primarily answered:
**What does BDCB need to understand before implementing Crisis Management?**
The next stage is to convert this understanding into a structured implementation.
The progression across the series should therefore be:
This provides a logical journey from **understanding**, through **methodology**, to **practical implementation**.
#### **Final Strategic Model**
The entire eBook can ultimately be summarised through one integrated model:
The model is consistent with the broader intent of ISO 22361:2022, which frames Crisis Management as a capability that should be planned, established, maintained, reviewed, and continually improved rather than merely documented
### [![\[Summary\] \[CM\] \[E1\] \[C12\] Summary and Strategic Outlook](https://no-cache.hubspot.com/cta/default/3893111/d502bb05-c08f-4c4b-be6b-cda7305d8d7f.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/d502bb05-c08f-4c4b-be6b-cda7305d8d7f)
*Understanding Your Organisation for Brunei Darussalam Central Bank* establishes the foundation upon which the remainder of the **Crisis Management in Action: A Practical Implementation Guide for BDCB** series can be built.
The eBook has moved progressively from introducing Crisis Management and understanding BDCB's organisational context to establishing CM goals, distinguishing CM from BCM, identifying crisis scenarios, assessing threats and risks, applying a structured planning methodology, and understanding the pre-crisis, during-crisis, and post-crisis stages.
The central conclusion is that BDCB requires more than a Crisis Management Plan. It requires an **integrated strategic Crisis Management capability** supported by leadership, governance, trained people, reliable information, clearly defined decision authority, effective communication, credible scenarios, tested response arrangements, and continual improvement.
This capability is especially important because BDCB's responsibilities extend beyond its organisational boundaries. Its objectives encompass domestic price stability, financial-system stability, efficient payment systems, and development of Brunei Darussalam's financial-services sector.
Its payment infrastructure also connects BDCB directly with financial institutions and wider economic activity.
The strategic objective for BDCB should therefore be:
**To build a Crisis Management capability that enables BDCB to recognise emerging threats early, maintain strategic leadership under uncertainty, make timely and informed decisions, coordinate internal and external stakeholders, protect critical central-bank responsibilities, manage wider financial-system consequences, recover effectively, and convert every exercise and crisis into measurable organisational improvement.**
The final message of eBook 1 can be expressed simply:
[](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** | **C5A** | **C6** |
| [![\[CM\] \[BDCB\] \[E1\] \[C1\] 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** | **C8** | **C9** | **C10** | **C11** | **C12** | **C13** |
| [![\[CM\] \[BDCB\] \[E1\] \[C7\] 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) |
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