---
title: [CM] [BDCB] [E1] [C7] Composing the CM Team
description: [CM] [BDCB] [E1] [C7] Composing the CM Team
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##### Crisis Management in Action: A Practical Implementation Guide for BDCB
# \[CM\] \[BDCB\] \[E1\] \[C7\] Composing the CM Team
[![\[CM\] \[BDCB\] \[Full Banner\] 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)
An effective Crisis Management Team (CMT) is the strategic decision-making body activated when an incident has developed, or is likely to develop, beyond routine operational management and requires coordinated senior-management intervention.
For the **Brunei Darussalam Central Bank (BDCB)**, the CMT must reflect the organisation's distinctive role as Brunei Darussalam's central bank rather than being copied from a conventional commercial organisation.
BDCB is responsible for conducting monetary policy, issuing Brunei currency, and regulating and supervising banks and other financial institutions.
Its statutory objectives include maintaining domestic price stability, supporting financial-system stability, assisting the establishment and functioning of efficient payment systems, and fostering a sound and progressive financial-services sector.
These responsibilities mean that a BDCB crisis can have consequences extending beyond the organisation itself.
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/7283ceeb-6a04-45b1-83d7-9cd778428d2f)
[Moh Heng Goh](https://blog.bcm-institute.org/en/ebook-cm/author/moh-heng-goh) Oct 8, 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 7
### [](https://cta-redirect.hubspot.com/cta/redirect/3893111/7283ceeb-6a04-45b1-83d7-9cd778428d2f)
### What Should the Composition of Brunei Darussalam Central Bank's Crisis Management Team Be?
#### Introduction
[![\[CM\] \[BDCB\] \[E1\] \[C7\] 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)
An effective Crisis Management Team (CMT) is the strategic decision-making body activated when an incident has developed, or is likely to develop, beyond routine operational management and requires coordinated senior-management intervention.
For the **Brunei Darussalam Central Bank (BDCB)**, the CMT must reflect the organisation's distinctive role as Brunei Darussalam's central bank rather than being copied from a conventional commercial organisation.
BDCB is responsible for conducting monetary policy, issuing Brunei currency, and regulating and supervising banks and other financial institutions.
Its statutory objectives include maintaining domestic price stability, supporting financial-system stability, assisting the establishment and functioning of efficient payment systems, and fostering a sound and progressive financial-services sector.
These responsibilities mean that a BDCB crisis can have consequences extending beyond the organisation itself.
A major technology failure, cyberattack, payment-system disruption, financial-institution crisis, currency-related event, or significant misinformation campaign could require BDCB to manage both its **internal organisational consequences and external financial-system consequences**.
The proposed CMT should therefore combine **executive authority, central-banking expertise, operational knowledge, and specialist crisis-support capability**.
This approach is consistent with ISO 22361:2022, which treats crisis management as a strategic capability and specifically addresses crisis leadership, crisis-team decision-making, crisis communication, training, validation, and learning.
#### **Purpose of the BDCB Crisis Management Team**
The BDCB CMT should exist to provide strategic leadership when an event exceeds the authority, capability, or scope of normal operational management.
Its fundamental purpose should be to:
**Understand the Crisis → Determine Strategic Consequences → Establish Priorities → Make Decisions → Direct the Strategic Response → Coordinate Stakeholders → Communicate → Stabilise → Transition to Recovery**
The CMT should not become the operational team repairing systems, investigating cyber incidents, managing building evacuations, or processing individual transactions.
Instead:
**Operational Teams Manage the Incident → CMT Manages the Strategic Consequences**
This distinction is essential.
#### **Principles for Designing BDCB's CMT**
BCM Institute guidance recommends a CMT containing key executives, essential supporting players and leaders of critical functions, with predefined responsibilities. It also notes that not every business unit needs permanent representation.
For BDCB, five principles should guide composition.
##### **Principle 1 — Authority**
Members must possess sufficient authority to make or recommend significant decisions quickly.
##### **Principle 2 — Strategic Perspective**
The CMT should concentrate on the wider consequences of the crisis rather than detailed operational response.
##### **Principle 3 — Functional Expertise**
The team needs access to monetary, supervisory, payment-system, technology, cyber, legal, communications, people and operational expertise.
##### **Principle 4 — Flexible Membership**
Not every specialist needs to attend every crisis. Membership should expand according to the scenario.
##### **Principle 5 — Manageable Size**
The core CMT should remain sufficiently small for effective decision-making.
This leads to a recommended model of:
**Core CMT + Crisis Support Functions + Scenario-Specific Subject Matter Experts + Operational Response Teams**
#### **Proposed BDCB Crisis Management Structure**
A suitable structure for BDCB is a four-layer model:
**Layer 1 — Strategic Crisis Leadership**
**CMT Leader**
**Deputy CMT Leader**
**Layer 2 — Core CMT**
Senior representatives responsible for the principal strategic dimensions of a crisis.
**Layer 3 — Crisis Support and Advisory Functions**
Specialists who provide information, analysis, communication, documentation, legal advice and logistical support.
**Layer 4 — Operational and Specialist Response Teams**
Teams responsible for managing the underlying incident and implementing CMT decisions.
The resulting structure is:
**CMT Leader → Core CMT → Crisis Support Functions → Operational and Specialist Response Teams**
Information must also flow upward from operational teams so that strategic decisions are based on current facts.
#### **Proposed Core CMT Composition**
The following structure is recommended as a planning model. The titles describe **crisis roles**, not necessarily permanent BDCB job titles.
| Proposed CMT Role | Suggested BDCB Representation | Primary Crisis Responsibility |
| --- | --- | --- |
| CMT Leader | Managing Director or formally designated alternate | Overall strategic leadership and decisions |
| Deputy CMT Leader | Appropriate Deputy Managing Director | Deputise for CMT Leader; coordinate strategic response |
| Monetary Operations Lead | Senior Monetary Operations representative | Monetary, currency, liquidity, and related operational consequences |
| Regulatory & Supervision Lead | Senior Regulatory and Supervision Representative | Consequences affecting regulated financial institutions |
| Financial Stability / Surveillance Lead | Appropriate senior surveillance representative | Financial system and contagion assessment |
| Payment & Settlement Lead | Senior payment/settlement representative | RTGS, ACH, CSD, and participant consequences |
| Technology Lead | Senior IT representative | Technology impact, recovery, and dependencies |
| Cybersecurity Lead | Senior cybersecurity representative | Cyber threat, containment, and cyber-risk implications |
| Corporate Services / Operations Lead | Appropriate corporate services representative | Facilities, logistics, resources, and organisational support |
| People Lead | Senior HR representative | Workforce, welfare, and staffing implications |
| Risk Lead | Senior Risk Management representative | Enterprise risk, consequence assessment, and residual risk |
| Legal Adviser | Senior Legal representative | Legal authority, obligations, and decision implications |
| Crisis Communication Lead | Senior Corporate Communications representative | Internal and external crisis communication |
| CMT Coordinator / Secretariat | Designated CM/BCM or corporate-secretariat personnel | SitReps, action tracking, decision logs, and meeting administration |
BDCB's current public management structure includes a Managing Director and Deputy Managing Directors responsible for Regulatory and Supervision and for Monetary Operations, Development and International, supporting the logic of placing senior leadership from these areas at the centre of the proposed structure.
#### **CMT Leader**
The **CMT Leader** should possess sufficient organisational authority to direct BDCB's strategic response.
The recommended primary role would ordinarily be the **Managing Director**, subject to BDCB's formally approved governance and delegation arrangements.
Responsibilities should include:
- determine strategic priorities;
- chair CMT meetings;
- confirm the strategic objectives of the response;
- approve significant decisions;
- authorise extraordinary resource allocation within delegated authority;
- resolve competing priorities;
- determine stakeholder-engagement priorities;
- approve strategic communication positions;
- determine whether higher governmental coordination is required;
- oversee transition into recovery; and
- authorise CMT stand-down.
BCM Institute similarly identifies the CMT Leader as responsible for overall coordination and decision-making and stresses leadership and crisis-management capability.
The role should always have at least one trained alternate.
#### **Deputy CMT Leader**
The Deputy CMT Leader provides leadership resilience.
During a prolonged crisis, the Deputy should be capable of assuming full command if the CMT Leader becomes unavailable.
Responsibilities include:
- support the CMT Leader;
- coordinate cross-functional issues;
- challenge assumptions where appropriate;
- monitor implementation of strategic priorities;
- resolve coordination problems;
- maintain continuity of leadership;
- assume command when required; and
- lead alternate shifts during prolonged crises.
For a major event, the CMT Leader cannot realistically chair every meeting, communicate with every external stakeholder, and oversee every strategic workstream.
The Deputy role, therefore, provides essential leadership capacity.
#### **Monetary Operations Representation**
Monetary operations expertise is particularly important for a central-bank CMT.
This representative should advise on matters involving:
- monetary operations;
- currency operations;
- liquidity implications;
- market consequences;
- financial infrastructure;
- counterparties; and
- operational consequences affecting BDCB's monetary responsibilities.
The member should translate operational information into strategic implications for the CMT.
#### **Regulatory and Supervision Representation**
A significant BDCB crisis may affect regulated financial institutions even when BDCB itself remains operational.
The Regulatory and Supervision Lead should advise on:
- affected financial institutions;
- regulatory implications;
- supervisory concerns;
- emerging institutional stress;
- sector-wide consequences;
- required engagement with regulated institutions;
- regulatory decisions; and
- potential contagion.
This function becomes particularly important when:
**Crisis Event → Financial Institution Affected → Multiple Institutions Affected → Sector Consequences → Financial-Stability Concern**
#### **Financial Stability and Surveillance Representation**
Financial system consequences require dedicated attention.
The Financial Stability / Surveillance Lead should assess:
- emerging systemic risks;
- contagion pathways;
- market indicators;
- institutional stress;
- liquidity pressures;
- payment disruptions;
- public-confidence indicators; and
- possible second-order consequences.
The CMT should continually ask:
**Could this incident evolve from an organisational problem into a financial system problem?**
That question is particularly relevant to BDCB's statutory objective of ensuring financial system stability.
#### **Payment and Settlement Representation**
Payment-system expertise should be a key feature of the BDCB CMT structure.
For a significant RTGS, ACH, or CSD disruption, the Payment and Settlement Lead should advise on:
- system status;
- transaction processing;
- participant connectivity;
- settlement implications;
- outstanding transactions;
- data and transaction integrity;
- operational workarounds;
- participant communications;
- recovery priorities; and
- return-to-service criteria.
The strategic consequence pathway may be:
**Payment-System Disruption → Financial Institutions Affected → Settlement/Payment Services Disrupted → Businesses and Consumers Affected → Confidence Consequences → Potential Financial-System Impact**
The CMT, therefore, requires information extending beyond the technical status of the payment platform.
#### **Technology Lead**
The Technology Lead should provide the CMT with a strategic understanding of:
- affected systems;
- infrastructure status;
- technology dependencies;
- data-centre status;
- recovery capability;
- recovery estimates;
- disaster-recovery activation;
- third-party technology dependencies;
- technical resource constraints; and
- restoration risks.
The Technology Lead should avoid overwhelming the CMT with technical detail.
The essential questions are:
**What is unavailable? → What does it affect? → How long could it remain unavailable? → What recovery options exist? → What decisions does the CMT need to make?**
#### **Cybersecurity Lead**
Cybersecurity should be separately represented or explicitly covered because cyber crises introduce issues not found in conventional technology failures.
The Cybersecurity Lead should advise on:
- threat status;
- attack vectors;
- containment;
- compromise;
- information integrity;
- attacker persistence;
- data exposure;
- forensic requirements;
- cyber intelligence;
- third-party compromise;
- regulatory/legal implications; and
- security conditions for recovery.
A particularly important distinction is:
**System Available ≠ System Trusted**
During a cyber crisis, restoration should consider whether systems and information are sufficiently trustworthy for operational use.
#### **Risk Management Lead**
The Risk Lead should support the CMT in maintaining a structured understanding of:
- immediate risk;
- residual risk;
- emerging risk;
- strategic consequences;
- dependencies;
- risk trade-offs;
- uncertainty; and
- potential future scenarios.
This role should help the team distinguish:
**Facts → Assumptions → Unknowns → Risks → Decisions**
The Risk Lead should not replace decision-makers. The role provides disciplined risk analysis so that leaders can make informed decisions.
#### **Legal Adviser**
The Legal Adviser should be available from the early stages of significant crises.
Responsibilities may include:
- advising on statutory authority;
- reviewing legal implications of proposed decisions;
- contractual obligations;
- confidentiality;
- information disclosure;
- evidence preservation;
- employment issues;
- liability;
- external notifications; and
- legal implications of public statements.
Legal advice should enable appropriate decision-making rather than unnecessarily slow the crisis response.
#### **People and Human Resources Lead**
Crises affect people before they affect organisational charts.
The People Lead should address:
- employee safety;
- staff accountability;
- workforce availability;
- welfare;
- next-of-kin arrangements where applicable;
- critical staffing;
- succession;
- shift arrangements;
- fatigue;
- employee communication; and
- psychological support.
For a prolonged crisis:
**Initial Response → Extended Operations → Fatigue → Decision-Making Degradation → Increased Operational Risk**
Workforce sustainability should therefore be a CMT issue.
#### **Crisis Communication Lead**
Communication should be integrated into strategic decision-making rather than treated as something done after decisions have been made.
ISO 22361 explicitly includes crisis communication among the principal elements of strategic crisis-management capability.
The Crisis Communication Lead should coordinate:
- internal communication;
- external communication;
- media;
- website statements;
- social media;
- stakeholder messages;
- financial-institution communication;
- government/public-authority communication;
- misinformation monitoring;
- message consistency; and
- spokesperson support.
BCM Institute guidance similarly identifies communication leadership, spokespeople, media relations, social media, internal communications, and interested-party communications as important crisis-communication functions.
The communication cycle should be:
**Understand Stakeholder Concern → Establish Verified Facts → Determine Communication Objective → Develop Message → Approve → Communicate → Monitor → Update**
#### **Corporate Services and Logistics Lead**
The CMT cannot operate effectively without practical support.
Corporate services responsibilities may include:
- crisis-management facilities;
- alternate locations;
- transport;
- procurement;
- equipment;
- accommodation;
- food and welfare;
- communications equipment;
- access control;
- administrative support; and
- prolonged-response logistics.
For major events, the CMT should be capable of operating from both a designated physical location and an approved virtual arrangement.
#### **CMT Coordinator and Secretariat**
The **CMT Coordinator** is one of the most important supporting positions.
The role should maintain discipline in the crisis-management process.
Responsibilities should include:
- meeting agendas;
- situation reports;
- action logs;
- decision logs;
- chronology;
- information boards;
- issue tracking;
- stakeholder tracking;
- document control;
- meeting scheduling;
- handovers; and
- records for post-crisis review.
The information process should be:
Without effective coordination, the CMT can rapidly become overwhelmed by information.
#### **Crisis Intelligence and Situational Awareness Cell**
For BDCB, a dedicated **Crisis Intelligence / Situational Awareness Cell** should be considered for major crises.
Its role is to transform large amounts of operational information into strategic insight.
It should consolidate information from:
- technology;
- cyber;
- payment systems;
- financial institutions;
- surveillance;
- communications;
- government sources;
- suppliers;
- media;
- social media; and
- operational teams.
The output should be a concise **Common Operating Picture**.
**Multiple Information Sources → Verification → Analysis → Common Operating Picture → CMT Decision-Making**
This prevents every operational team from briefing the CMT independently without an integrated picture.
#### **Scenario-Specific Subject Matter Experts**
The CMT should use flexible membership.
BCM Institute guidance recognises the value of subject-matter experts who provide specialised knowledge relevant to the particular crisis.
Possible BDCB SMEs include specialists in:
- RTGS;
- ACH;
- CSD;
- currency;
- banking supervision;
- insurance/takaful;
- capital markets;
- financial intelligence;
- cyber forensics;
- data centres;
- telecommunications;
- legal affairs;
- facilities;
- procurement; and
- specific critical suppliers.
The model should therefore be:
**Core CMT + Scenario-Specific SMEs**
rather than maintaining an excessively large permanent CMT.
#### **Crisis Communication Team**
For significant crises, the Crisis Communication Lead should be supported by a dedicated **Crisis Communication Team**.
The team may include:
- communications lead;
- spokesperson;
- media-relations support;
- internal communications;
- social-media monitoring;
- stakeholder communications;
- writers/editors;
- digital-channel support; and
- misinformation monitoring.
BCM Institute recommends crisis communication as part of the wider CMT structure and emphasises the need to designate a primary spokesperson and coordinate both external and internal communications.
#### **Operational Response Teams**
The CMT should not absorb operational teams into its strategic meeting.
Operational teams may include:
- Technology Incident Response Team;
- Cyber Incident Response Team;
- Payment System Operations Team;
- Business Continuity/Recovery Team;
- Facilities/Emergency Response Team;
- Security Team;
- HR/Welfare Team;
- Financial Institution Supervisory Response Team; and
- other specialist teams.
The relationship should be:
**Operational Response Teams → Situation Information → CMT**
and:
**CMT → Strategic Direction and Priorities → Operational Response Teams**
This creates a two-way command-and-information structure.
#### **Proposed BDCB CMT Model**
The desired structure can therefore be summarised as:
**Managing Director / CMT Leader**
↓
**Deputy CMT Leader**
↓
**Core Strategic CMT**
↓
**Monetary Operations + Regulatory & Supervision + Financial Stability/Surveillance + Payment & Settlement + Technology + Cybersecurity + Risk + Legal + People + Corporate Services + Crisis Communication**
↓
**CMT Secretariat / Situational Awareness / Crisis Communication Support**
↓
**Operational and Specialist Response Teams**
This structure preserves strategic leadership while giving the CMT rapid access to specialist knowledge.
#### **Core versus Extended Membership**
A practical distinction should be established.
| Core CMT | Extended/Scenario-Specific CMT |
| --- | --- |
| CMT Leader | Cyber specialist |
| Deputy CMT Leader | RTGS/ACH/CSD specialist |
| Monetary Operations | Facilities |
| Regulatory & Supervision | Security |
| Financial Stability/Surveillance | Procurement |
| Payment & Settlement | Specialist financial-sector SME |
| Technology | Supplier/vendor representative, where appropriate |
| Risk | Government liaison |
| Legal | Other specialists |
| Crisis Communication | |
| People/Corporate Services | |
| CMT Coordinator | |
The precise core should be approved by BDCB based on its internal governance structure.
#### **Primary and Alternate Members**
Every critical CMT role should have an alternate.
**Primary CMT Member → First Alternate → Second Alternate where Critical**
Alternates should be:
- formally nominated;
- appropriately senior;
- trained;
- included in exercises;
- given access to required systems and information; and
- capable of assuming the full role.
An alternate who has never participated in training or exercises is not an effective resilience measure.
#### **CMT Activation Should Be Scenario-Based**
****
Not every event requires every member.
##### **Cyber Crisis**
**Core CMT + Technology + Cybersecurity + Legal + Communications + Relevant Business SMEs**
##### **Major RTGS Disruption**
**Core CMT + Payment & Settlement + Technology + Financial Stability + Monetary Operations + Regulatory/Supervision + Communications**
##### **Financial Institution Under Severe Stress**
**Core CMT + Regulatory/Supervision + Financial Stability + Monetary Operations + Legal + Communications**
##### **Pandemic**
**Core CMT + HR + BCM + Technology + Corporate Services + Communications**
##### **Physical Security Crisis**
**Core CMT + Security + Facilities + HR + Legal + Communications**
The structure should therefore be **modular rather than static**.
#### **Escalation into the CMT**
The CMT should be activated according to strategic consequence rather than simply incident size.
A suitable escalation pathway is:
**Incident Detected → Operational Response → Severity/Uncertainty Increases → Critical Activities or Stakeholders Affected → Strategic Consequences Emerge → Senior Management Escalation → CMT Activation**
Potential triggers include:
- threat to life or safety;
- major BDCB critical-activity disruption;
- prolonged technology failure;
- payment-system disruption;
- multiple financial institutions are affected;
- significant data integrity concern;
- material cyberattack;
- serious reputation/confidence consequences;
- substantial media or public attention;
- government-level coordination required; or
- potential financial system consequences.
#### **Decision-Making Structure**
The CMT should use a disciplined decision cycle:
**What Happened? → What Do We Know? → What Do We Not Know? → What Could Happen Next? → What Matters Most? → What Options Exist? → What Will We Do? → Who Will Do It? → When Will We Review?**
Important decisions should be recorded.
A decision log should capture:
- date/time;
- issue;
- known facts;
- assumptions;
- options;
- decision;
- rationale;
- decision-maker;
- action owner; and
- review requirement.
This is particularly valuable during prolonged and complex crises.
#### **Authority and Delegation**
CMT effectiveness depends on a clear authority established **before** a crisis.
BDCB should document:
**Role → Authority → Decision Rights → Financial Delegation → Communication Authority → Escalation Requirement**
Questions should include:
- Who can activate the CMT?
- Who can declare a crisis?
- Who can approve external statements?
- Who can authorise exceptional expenditure?
- Who can activate BCM or DR arrangements?
- Who communicates with government authorities?
- Who communicates with financial institutions?
- Who approves return to normal operations?
- Who stands the CMT down?
These should not be improvised during the event.
#### **Relationship with BDCB's Existing Organisation**
****
The proposed CMT should be built from BDCB's actual organisational structure rather than operate as a parallel organisation.
BDCB publicly identifies senior leadership covering Regulatory and Supervision and Monetary Operations, Development, and International.
Historically published BDCB organisational material also illustrates functions covering payment and settlement systems, payment-system oversight, banking supervision, macroprudential policy and financial surveillance, technology-risk supervision, corporate communications, risk management, legal affairs, IT, human resources, and cybersecurity.
These functions provide a logical pool from which crisis roles can be assigned, but **BDCB should validate current internal titles, reporting lines, and authorities before formally adopting the proposed structure**.
#### **Distinguishing Three Different CM Groups**
BDCB should also distinguish between the three groups that are sometimes incorrectly treated as one team.
| Group | Primary Purpose | When Active |
| --- | --- | --- |
| CM Steering / Governance Committee | Oversight, policy, resources, and assurance | Primarily before/after crises |
| CM Planning Team | Develop and maintain CM capability and plans | Ongoing preparedness |
| Crisis Management Team | Strategically manage an actual crisis | During activation |
BCM Institute similarly distinguishes these three structures: senior leadership provides oversight, the planning team develops and maintains arrangements, and the CMT executes the crisis response.
The same individuals may participate in more than one group, but their **roles and responsibilities differ**.
#### **CMT Competency Requirements**
Selection should not be based solely on organisational seniority.
Members should demonstrate appropriate capability in:
- crisis leadership;
- decision-making under uncertainty;
- strategic thinking;
- communication;
- collaboration;
- information assessment;
- risk evaluation;
- stakeholder management;
- emotional composure;
- scenario thinking; and
- recovery leadership.
ISO 22361 places explicit emphasis on crisis leadership, decision-making challenges, communication, training, validation, and learning.
The desired capability is:
**Authority + Knowledge + Judgement + Communication + Crisis Competency**
#### **Training and Exercising the CMT**
The proposed structure should be validated through exercises.
BDCB should test scenarios such as:
- major RTGS disruption;
- cyberattack;
- financial institution under severe stress;
- misinformation affecting financial confidence;
- prolonged technology outage;
- major premises disruption; and
- simultaneous multi-dimensional crisis.
Exercises should test the **team**, not merely the plan.
For example:
**Technology Failure → RTGS Disruption → Financial Institutions Affected → Settlement Pressure → Media Enquiries → Misinformation → Confidence Concern → Strategic Decisions**
This scenario would require the technology, payment, supervision, monetary, financial stability, communications, and executive components of the proposed structure to operate together.
#### **CMT Shift and Sustainability Arrangements**
A major crisis may continue for days or weeks.
BDCB should therefore plan for:
**CMT Team A → Structured Handover → CMT Team B → Structured Handover → Continued Strategic Management**
A formal handover should include:
- current situation;
- strategic objectives;
- decisions made;
- outstanding actions;
- emerging risks;
- stakeholder status;
- communications;
- next decision points; and
- unresolved issues.
This reduces dependence on exhausted individuals.
#### **Proposed Final Structure for BDCB**
The recommended structure is therefore:
##### **Strategic Leadership**
**CMT Leader — Managing Director or Designated Alternate**
**Deputy CMT Leader — Designated Senior Executive**
##### **Core CMT**
**Monetary Operations**
**Regulatory & Supervision**
**Financial Stability / Surveillance**
**Payment & Settlement**
**Technology**
**Risk Management**
**Legal**
**People / HR**
**Corporate Services**
**Crisis Communication**
##### **Specialist Membership as Required**
**Cybersecurity**
**Currency Management**
**Financial Intelligence**
**Security**
**Facilities**
**Business Continuity / Disaster Recovery**
**Procurement / Critical Suppliers**
**Other Scenario-Specific SMEs**
##### **Crisis Support Structure**
**CMT Coordinator / Secretariat**
**Situational Awareness / Crisis Intelligence Cell**
**Crisis Communication Team**
**Administrative and Logistics Support**
##### **Operational Layer**
**Incident Management Teams**
**Technology/Cyber Response Teams**
**Payment-System Operations Teams**
**BCM/Recovery Teams**
**Security/Emergency Teams**
**Other Specialist Response Teams**
#### **Key Design Principle**
The desired BDCB model can be summarised as:
**Strategic Leadership + Core Central-Banking Expertise + Crisis Support Functions + Scenario-Specific Specialists + Operational Response Teams**
The purpose is not to place everyone into one large committee.
The objective is to ensure that:
**the right decision-makers receive the right information from the right specialists at the right time, enabling BDCB to manage both the immediate crisis and its wider consequences for the organisation, financial institutions, payment infrastructure, stakeholders, and financial-system stability.**
### [![\[Summary\] \[CM\] \[E1\] \[C7\] Composing the CM Team](https://no-cache.hubspot.com/cta/default/3893111/7bdb436f-add5-4ab3-98fc-a9fdd2af18a5.png)](https://cta-redirect.hubspot.com/cta/redirect/3893111/7bdb436f-add5-4ab3-98fc-a9fdd2af18a5)
The Crisis Management Team for **Brunei Darussalam Central Bank** should be designed as a **strategic, senior-management decision-making structure supported by specialist expertise and operational response teams**.
At its centre should be a CMT Leader with sufficient authority, supported by a Deputy and senior representation covering monetary operations, regulation and supervision, financial stability, payment and settlement systems, technology, risk, legal, people, corporate services, and crisis communication.
Scenario-specific specialists—including cybersecurity, currency, financial intelligence, facilities, and other technical experts—should be added when required.
This structure is particularly important because BDCB's responsibilities extend beyond its own organisational continuity. Its mandate includes monetary policy, currency issuance, regulation and supervision, financial system stability, and efficient payment systems.
A serious crisis may therefore require the CMT to simultaneously manage **BDCB's internal disruption and consequences affecting the wider financial system**.
The proposed operating model is:
**Operational Event → Specialist Response → Strategic Escalation → CMT Activation → Situational Awareness → Strategic Decision-Making → Coordinated Response → Stabilisation → Recovery**
The CMT should consequently remain **small enough to decide, senior enough to act, broad enough to understand the consequences, and flexible enough to bring in the specialist expertise required by each crisis**.
This is consistent with ISO 22361's emphasis on strategic crisis-management capability, leadership, team decision-making, communication, validation, and learning.
For implementation, BDCB should formally validate the proposed structure against its current internal organisation, assign named primary and alternate role-holders, document authorities and activation criteria, train all members, and validate the complete structure through realistic exercises before treating the CMT as operationally ready.
[](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) |
| [](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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