---
title: [CM] [BDCB] [E1] [C3] Establishing CM Goals
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##### Crisis Management in Action: A Practical Implementation Guide for BDCB
# \[CM\] \[BDCB\] \[E1\] \[C3\] Establishing CM Goals
[![\[CM\] \[BDCB\] \[Full Banner\] 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)
The purpose of this chapter is to establish a practical framework for defining **Crisis Management (CM) goals for the Brunei Darussalam Central Bank (BDCB)**.
These goals translate BDCB's mandate, organisational responsibilities, internal CM Policy, and relevant national crisis-management expectations into clear outcomes that its Crisis Management capability should be designed to achieve.
ISO 22361:2022 guides organisations to plan, establish, maintain, review, and continually improve a strategic crisis-management capability, covering organisational context, capability development, crisis leadership, decision-making, communication, training, validation, and learning.
For the reader, the chapter provides the bridge between **understanding BDCB** and determining **what its Crisis Management capability must accomplish**.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/ace00f5a-ce58-4ec0-86b0-618e217c40af)
[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)
### Chapter 3
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/ace00f5a-ce58-4ec0-86b0-618e217c40af)
### Establishing CM Goals for Crisis Management for Brunei Darussalam Central Bank
#### Purpose of This Chapter
[![\[CM\] \[BDCB\] \[E1\] \[C3\] 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)
The purpose of this chapter is to establish a practical framework for defining **Crisis Management (CM) goals for the Brunei Darussalam Central Bank (BDCB)**.
These goals translate BDCB's mandate, organisational responsibilities, internal CM Policy, and relevant national crisis-management expectations into clear outcomes that its Crisis Management capability should be designed to achieve.
ISO 22361:2022 guides organisations to plan, establish, maintain, review, and continually improve a strategic crisis-management capability, covering organisational context, capability development, crisis leadership, decision-making, communication, training, validation, and learning.
For the reader, the chapter provides the bridge between **understanding BDCB** and determining **what its Crisis Management capability must accomplish**.
The resulting goals can guide governance, crisis-team arrangements, escalation criteria, response strategies, communication, exercising, and continual improvement.
They also support BDCB's broader BCM and organisational-resilience arrangements by ensuring that operational continuity and recovery activities can be coordinated with strategic crisis leadership when an incident develops wider consequences.
#### **Introduction**
BDCB's Crisis Management goals should be derived from the organisation's mandate and strategic context rather than adopted from a generic crisis-management template.
BDCB is responsible for conducting Brunei Darussalam's monetary policy, issuing the Brunei currency, and regulating and supervising banks and other financial institutions.
Its stated objectives include domestic price stability, financial-system stability, efficient payment systems, and the development of a sound and progressive financial-services sector.
Consequently, a crisis affecting BDCB may have consequences extending beyond its own people, premises, and technology to financial institutions, payment infrastructure, businesses, consumers, government stakeholders, and confidence in Brunei Darussalam's financial system.
Establishing CM goals therefore provides strategic direction for the entire Crisis Management capability.
The goals should take account of BDCB's **internal CM Policy**, relevant **national Crisis Management policy and arrangements**, statutory responsibilities, risk environment, and relationships with other response disciplines.
They should define the outcomes senior management expects during difficult and uncertain situations, while remaining sufficiently flexible for crises that do not follow predetermined scenarios.
In keeping with ISO 22361, the emphasis is on developing an organisational capability for strategic leadership, decision-making, communication and learning rather than merely producing a Crisis Management Plan.
#### **Why Crisis Management Goals Are Required**
A CM Policy establishes organisational intent and governance. **CM goals translate that intent into the outcomes the organisation seeks to achieve.**
For BDCB, this distinction is important. A policy might establish that BDCB will maintain an effective strategic Crisis Management capability. The corresponding goals explain what that capability is expected to achieve when a crisis occurs.
The relationship can be expressed as:
The goals, therefore, create a direct connection between policy and implementation.
Without clearly defined goals, Crisis Management can become overly focused on individual procedures, response checklists, or particular scenarios. With established goals, BDCB can assess whether its overall capability is fit for purpose.
#### **Policy Context for Establishing BDCB's CM Goals**
BDCB should consider two principal policy perspectives when establishing its Crisis Management goals.
##### **Internal Crisis Management Policy**
The internal CM Policy should define BDCB's organisational commitment to Crisis Management and establish matters such as:
- purpose and scope;
- governance;
- executive sponsorship;
- roles and responsibilities;
- Crisis Management Team authority;
- escalation and activation;
- decision-making;
- crisis communication;
- relationships with BCM and specialist response functions;
- exercising;
- review; and
- continual improvement.
CM goals should be consistent with these requirements.
If the internal policy states that BDCB will maintain the capability to respond effectively to crises, for example, the goals should make clear what an effective **response** means.
#### **National Crisis Management Context**
BDCB does not operate independently of Brunei Darussalam's wider institutional environment.
A severe event may require coordination with government authorities, emergency services, financial-sector participants, infrastructure providers, or other national stakeholders.
The nature of that coordination will depend upon the incident and applicable national arrangements.
BDCB should therefore identify the relevant **national policies, emergency arrangements, authorities, coordination structures, and escalation requirements** applicable to the organisation and incorporate verified requirements into its CM goals.
This is particularly important where a crisis has implications beyond BDCB, such as:
- national emergencies;
- severe natural disasters;
- major cyber incidents;
- terrorism or security events;
- pandemic or widespread public-health events;
- significant financial-sector disruption;
- failure of important financial infrastructure;
- major misinformation affecting confidence; or
- events with cross-government implications.
The internal and national perspectives should therefore complement one another rather than operate as separate planning environments.
#### **Policy-to-Goal Alignment**
A practical policy hierarchy for BDCB can be structured as follows:
The important principle is that lower-level plans and procedures should remain traceable to higher-level organisational and national expectations.
#### **BDCB's Mandate as the Foundation for CM Goals**
BDCB's CM goals should protect its ability to discharge its mandate during severe disruption and uncertainty.
BDCB identifies core functions including currency issuance and management, the conduct of monetary policy, and supervision of banks and financial institutions. Its statutory objectives also include financial system stability and efficient payment systems.
These responsibilities suggest that Crisis Management goals should address at least four levels:
This broader perspective differentiates BDCB from an organisation whose Crisis Management objectives primarily concern its own operations.
#### **Proposed Overarching CM Goal**
An overarching CM goal for BDCB could be expressed as:
**To maintain a strategic Crisis Management capability that enables BDCB to protect people, preserve its mandate, provide effective leadership and decision-making, manage significant consequences, coordinate with key stakeholders, maintain confidence, support monetary and financial stability, and achieve effective stabilisation and recovery from crises.**
This is an **illustrative formulation for the implementation guide**, not a statement of BDCB's approved policy.
The final wording should be endorsed by BDCB's appropriate governance authority and aligned with its approved internal CM Policy and relevant national arrangements.
#### **CM Goal 1 — Protect Life, Safety, and Well-Being**
The first goal should be to protect people.
During any crisis, BDCB should be able to determine:
- whether employees, visitors, or stakeholders are at risk;
- whether premises should be evacuated or access restricted;
- whether specialist emergency response is required;
- whether employees should relocate or work remotely;
- what welfare support is necessary; and
- whether the event presents continuing safety concerns.
Crisis Management does not replace emergency or security management. Rather, senior management ensures that strategic decisions support the protection of people while considering wider organisational consequences.
#### **CM Goal 2 — Maintain Strategic Leadership and Governance**
A crisis often creates ambiguity, competing priorities, and pressure for rapid decisions.
BDCB should therefore maintain the ability to establish effective strategic command and coordination.
The goal should include:
- clear executive leadership;
- defined activation authority;
- appropriate delegation;
- functioning Crisis Management Team arrangements;
- access to specialist advice;
- effective situation reporting;
- documented strategic decisions;
- allocation of resources;
- oversight of response priorities; and
- appropriate governance throughout the crisis.
The objective is not for senior management to manage every operational detail.
Instead:
This distinction should remain fundamental to BDCB's Crisis Management arrangements.
#### **CM Goal 3 — Protect BDCB's Mandate**
A crisis should not be evaluated solely by whether an individual business process is unavailable.
Management should determine whether the event threatens BDCB's ability to fulfil its broader responsibilities.
Relevant considerations include:
- monetary stability;
- currency issuance and management;
- financial supervision;
- financial-system stability;
- payment-system responsibilities;
- financial-sector confidence; and
- other statutory or strategic obligations.
The objective is therefore:
This ensures that Crisis Management decisions remain focused on what is most important to BDCB as a central bank.
#### **CM Goal 4 — Support Monetary and Financial Stability**
Financial stability is one of BDCB's core objectives, while monetary stability is central to its mandate.
BDCB should therefore establish a CM goal to recognise, assess, and manage crises that could create wider monetary or financial system consequences.
Examples include:
- financial-institution distress;
- liquidity stress;
- loss of confidence;
- widespread payment disruption;
- financial contagion;
- major cyberattack;
- systemic technology failure;
- significant misinformation; and
- simultaneous disruption affecting several financial institutions.
The Crisis Management capability should support rapid escalation where operational problems begin to acquire systemic characteristics.
#### **CM Goal 5 — Protect Critical Payment and Settlement Activities**
BDCB operates Brunei Darussalam's National Payment and Settlement Systems, comprising RTGS, ACH, and CSD. RTGS supports large-value and urgent interbank payments; ACH supports bulk clearing and submits payment obligations to RTGS for settlement.
Consequently, a significant payment-system disruption could become a strategic crisis.
A relevant goal is to ensure that BDCB can:
- identify material disruption quickly;
- understand participant impacts;
- determine settlement implications;
- evaluate data and transaction integrity;
- coordinate technical and business response;
- assess liquidity consequences;
- communicate appropriately with participants;
- escalate significant consequences; and
- oversee strategic stabilisation.
#### **CM Goal 6 — Establish and Maintain Situational Awareness**
Effective crisis decisions depend upon reliable information.
BDCB should establish the goal of developing a timely and sufficiently accurate **Common Operating Picture**.
This should answer questions such as:
| Question | Information Required |
| --- | --- |
| What happened? | Event facts |
| What is affected? | People, functions, technology, stakeholders |
| What is the current impact? | Operational and strategic consequences |
| Who is affected? | Internal and external stakeholders |
| What is being done? | Current response actions |
| What decisions are required? | Strategic decision points |
| What could happen next? | Forecast and potential escalation |
| What information is uncertain? | Assumptions and intelligence gaps |
The Crisis Management Team should distinguish **facts, assumptions, uncertainties, and forecasts** rather than treating incomplete information as fact.
#### **CM Goal 7 — Enable Timely Strategic Decision-Making**
ISO 22361 specifically addresses the challenges and complexities facing crisis teams in decision-making. [ISO](https://www.iso.org/standard/50267.html?utm_source=chatgpt.com)
BDCB's goal should therefore be to enable timely, proportionate, and accountable strategic decisions even when information is incomplete.
A practical decision cycle is:
Important decisions may concern:
- activation;
- prioritisation;
- resource allocation;
- alternative arrangements;
- financial-sector coordination;
- stakeholder engagement;
- communication;
- escalation to national authorities;
- recovery priorities; and
- transition out of Crisis Management.
The objective is not perfect information before acting. In a crisis, waiting for certainty may itself create additional risk.
#### **CM Goal 8 — Coordinate Internal Response Capabilities**
Crisis Management should integrate, rather than duplicate, specialist response functions.
Depending upon the event, these may include:
- Incident Management;
- Emergency Management;
- Business Continuity Management;
- IT Disaster Recovery;
- Cyber Incident Response;
- Security Management;
- Human Resources;
- Legal;
- Risk Management;
- Facilities;
- Third-Party Management; and
- Crisis Communication.
The relationship should be:
ISO 22361 recognises relationships and interdependencies with other disciplines while treating Crisis Management as distinct from them.
#### **CM Goal 9 — Coordinate External Stakeholders**
For BDCB, many crises will require significant external coordination.
Relevant stakeholders may include:
- government authorities;
- financial institutions;
- payment-system participants;
- emergency services;
- telecommunications providers;
- critical technology suppliers;
- infrastructure providers;
- international counterparts;
- media; and
- the public.
The goal should be to establish **who coordinates with whom, for what purpose, using what authority, and through which communication channel**.
This should be determined before a crisis, wherever practicable.
#### **CM Goal 10 — Maintain Effective Crisis Communication**
Crisis communication is a core component of ISO 22361.
For a central bank, communication can have strategic consequences because uncertainty, rumours, and misinformation can affect confidence and behaviour.
BDCB's goal should therefore be to communicate in a manner that is:
- timely;
- accurate;
- authoritative;
- coordinated;
- appropriate to the audience;
- consistent with legal and confidentiality requirements;
- responsive to misinformation; and
- supportive of confidence.
A useful communication process is:
Different crises may require different communication strategies. Immediate public disclosure will not always be appropriate; equally, silence may sometimes allow harmful speculation to expand.
#### **CM Goal 11 — Manage Rumours and Misinformation**
Digital communication can cause an issue to escalate independently of the underlying operational event.
BDCB should therefore establish a specific goal to identify and manage material misinformation that could affect:
- confidence in BDCB;
- confidence in the Brunei Dollar;
- financial institutions;
- payment systems;
- financial markets; or
- wider financial stability.
The escalation may occur as:
This goal should be supported by monitoring, verification, communication authority, prepared communication arrangements, and appropriate stakeholder coordination.
#### **CM Goal 12 — Manage Interdependencies and Cascading Consequences**
Crises rarely remain confined to their point of origin.
A technology incident may affect payment systems. Payment disruption may affect financial institutions. Financial institutions may experience operational or liquidity consequences. Public concern may then increase.
BDCB should therefore establish the goal of recognising and managing cascading consequences.
This systems perspective is especially important for central-bank Crisis Management.
#### **CM Goal 13 — Maintain Strategic Resilience Under Prolonged Crisis**
Some crises will not be resolved quickly.
BDCB should therefore be capable of maintaining Crisis Management for an extended period without excessive dependence on individual decision-makers.
The goal should include:
- alternate Crisis Management Team members;
- shift and handover arrangements;
- sustainable staffing;
- decision logs;
- information continuity;
- alternate crisis locations;
- remote Crisis Management capability;
- communication redundancy;
- welfare arrangements; and
- succession of leadership where necessary.
This moves the emphasis from **initial response capability** to **sustainable Crisis Management capability**.
#### **CM Goal 14 — Achieve Stabilisation and Strategic Recovery**
The end of the immediate incident does not necessarily mean the crisis has ended.
BDCB should define a goal for achieving strategic stabilisation.
Relevant considerations include:
- immediate threats controlled;
- critical activities are sufficiently stable;
- major stakeholder impacts understood;
- financial-sector consequences contained;
- communication requirements stabilised;
- recovery arrangements functioning;
- residual risks accepted or managed;
- governance transitioned appropriately; and
- clear authority for deactivation.
The progression can be expressed as:
The phrase **appropriate governance** is important because some post-crisis issues may continue after the Crisis Management Team stands down.
#### **CM Goal 15 — Learn and Continually Improve**
ISO 22361 includes training, validation, and learning as important elements of Crisis Management capability. [ISO](https://www.iso.org/standard/50267.html?utm_source=chatgpt.com)
BDCB should establish the goal of systematically learning from:
- exercises;
- simulations;
- incidents;
- crises;
- near misses;
- internal reviews;
- audit findings;
- regulatory developments; and
- relevant external events.
The improvement cycle should be:
Lessons should not be regarded as closed merely because a post-exercise report has been completed.
Improvement occurs only when corrective action is implemented and its effectiveness verified.
#### **Consolidated BDCB Crisis Management Goals**
The proposed goals can be consolidated into the following framework.
| CM Goal | Intended Outcome |
| --- | --- |
| CMG-01 Protect People | Life, safety, and welfare prioritised |
| CMG-02 Maintain Strategic Leadership | Effective governance and senior-level direction |
| CMG-03 Protect BDCB's Mandate | Critical central-bank responsibilities protected |
| CMG-04 Support Monetary and Financial Stability | Systemic consequences recognised and managed |
| CMG-05 Protect Critical Payment and Settlement Activities | Significant financial infrastructure consequences managed |
| CMG-06 Maintain Situational Awareness | Reliable Common Operating Picture established |
| CMG-07 Enable Strategic Decisions | Timely and accountable decisions made |
| CMG-08 Coordinate Internal Capabilities | Specialist response functions operate coherently |
| CMG-09 Coordinate External Stakeholders | Effective external coordination was maintained |
| CMG-10 Maintain Crisis Communication | Timely, authoritative, and coordinated communication |
| CMG-11 Manage Misinformation | Confidence-threatening misinformation addressed |
| CMG-12 Manage Cascading Consequences | Interdependencies and wider effects recognised |
| CMG-13 Sustain Prolonged Crisis Management | Capability remains effective over extended periods |
| CMG-14 Achieve Stabilisation and Recovery | Controlled transition from crisis to recovery |
| CMG-15 Learn and Improve | Capability continually strengthened |
These goals are proposed implementation-guide content and should be validated against BDCB's approved policies and governance arrangements before formal adoption.
#### **Linking Goals to Measurable Capability**
Goals should not remain purely aspirational.
Each goal should eventually be supported by **objectives, capabilities, indicators and evidence**.
| CM Goal | Example Capability Indicator | Example Evidence |
| --- | --- | --- |
| Protect People | Accountability procedures operate effectively | Exercise/incident record |
| Strategic Leadership | CMT is activated within approved arrangements | Activation record |
| Situational Awareness | Initial strategic situation report produced | Situation report |
| Decision-Making | Critical decisions documented | Decision log |
| Stakeholder Coordination | Priority stakeholders contacted | Communication log |
| Crisis Communication | Approved messages were issued appropriately | Communication records |
| Sustainable Response | Alternate CMT arrangements demonstrated | Exercise evidence |
| Recovery | Deactivation criteria formally considered | Stand-down record |
| Improvement | Corrective actions closed and verified | Improvement tracker |
Targets should be determined by BDCB rather than assumed in this guide.
#### **Connecting CM Goals with BCM**
Although this chapter concerns Crisis Management, its goals should complement BDCB's Business Continuity Management programme.
BCM primarily seeks to maintain and recover critical business functions following disruption.
CM provides strategic leadership where the event creates significant uncertainty and consequences beyond routine operational management.
Their relationship can therefore be represented as:
For BDCB, effective resilience requires both.
A payment-system outage, for example, may require technology recovery and BCM to restore service while Crisis Management addresses financial institutions, liquidity implications, stakeholder confidence, media attention, and potential financial-system consequences.
#### **Alignment with BDCB's Wider Strategic Direction**
BDCB's current Financial Sector Blueprint 2026–2035 describes its vision of a resilient and innovative financial sector and places safeguarding monetary and financial stability at the core of the framework.
This provides useful strategic context for CM goals concerned with resilience, financial stability, financial infrastructure, and confidence.
The Crisis Management capability should therefore support—not compete with—BDCB's wider strategic objectives.
A useful alignment is:
#### **Governance and Approval of CM Goals**
The proposed CM goals should ultimately be reviewed and approved through BDCB's appropriate governance process.
The approval process should confirm:
- alignment with BDCB's mandate;
- alignment with internal CM Policy;
- consideration of national CM requirements;
- appropriate executive ownership;
- compatibility with risk appetite;
- relationship with BCM and other resilience disciplines;
- availability of resources;
- measurable capability expectations;
- review frequency; and
- responsibility for continual improvement.
Because ISO 22361 is particularly applicable to top management with strategic responsibility for Crisis Management capability, senior management ownership of these goals is essential.
#### **Reviewing the CM Goals**
CM goals should not remain static.
They should be reviewed when there are significant changes involving:
- BDCB's mandate or responsibilities;
- internal CM Policy;
- national Crisis Management arrangements;
- organisational structure;
- financial-sector structure;
- payment infrastructure;
- technology architecture;
- threat environment;
- major suppliers;
- legislation or regulation;
- lessons from exercises;
- actual crises; or
- emerging systemic risks.
At a minimum, they should form part of the periodic review of BDCB's overall Crisis Management capability.
#### **Key Implementation Principle**
The central implementation principle for this chapter is:
**Policy establishes intent. Goals define the required outcomes. Capability makes those outcomes achievable. Exercising demonstrates whether the capability works. Learning keeps it effective.**
For BDCB, the sequence is therefore:
The result should be a Crisis Management capability designed around BDCB's mandate and strategic responsibilities rather than merely around a collection of crisis scenarios.
### [![\[Summary\] \[CM\] \[E1\] \[C3\] Establishing CM Goals](https://no-cache.hubspot.com/cta/default/3893111/3b6a6fb1-c402-4259-b3a0-f1c32feb5265.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/3b6a6fb1-c402-4259-b3a0-f1c32feb5265)
Establishing Crisis Management goals provides BDCB with the strategic bridge between its mandate, internal CM Policy, relevant national Crisis Management arrangements, and the practical capabilities required to manage severe events.
The goals proposed in this chapter encompass protection of people, strategic leadership, preservation of BDCB's mandate, monetary and financial stability, payment and settlement activities, situational awareness, decision-making, internal and external coordination, crisis communication, misinformation, cascading consequences, sustainable response, recovery, and continual improvement.
This breadth reflects BDCB's responsibilities for monetary policy, currency, financial supervision, financial stability, and efficient payment systems.
From an ISO 22361 perspective, these goals provide a basis for developing and evaluating a strategic Crisis Management capability encompassing leadership, decision-making, communication, training, validation, and learning.
For BDCB's wider BCM programme, the benefit is equally important: BCM recovery activities can be connected to clearly defined strategic Crisis Management outcomes whenever disruption develops wider organisational, stakeholder, or financial-system consequences.
The next implementation step is therefore to translate each approved CM goal into governance arrangements, capability requirements, plans, playbooks, exercises, performance indicators and evidence that BDCB can use to demonstrate that the required Crisis Management capability is operational and effective.
[](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)
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| --- | --- | --- | --- | --- | --- | --- |
| **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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