[CM] [SIT] [E1] [C4] Crisis Versus Business Continuity Management

Chapter 4

Singapore Institute of Technology

Introduction

In an increasingly complex and interconnected environment, the Singapore Institute of Technology (SIT) must be prepared to respond effectively to a wide spectrum of disruptive events.

These range from operational disruptions, such as IT outages and facility failures, to high-impact crises, such as reputational damage, public safety incidents, or national emergencies.

Two critical disciplines underpin SIT’s resilience posture:

• Crisis Management (CM)
• Business Continuity Management (BCM)

While often used interchangeably, these disciplines serve distinct yet complementary purposes. This chapter clarifies their differences, aligns them with ISO 22361 (Crisis Management), and contextualises their application within SIT’s campus environment.

Purpose of the Chapter

The purpose of this chapter is to:

• Clearly distinguish between Crisis Management and Business Continuity Management
• Define and differentiate “disaster” and “crisis scenario” based on BCMpedia references
• Illustrate how both disciplines operate together within SIT
• Align SIT’s approach with ISO 22361 requirements, particularly in identifying and managing different types of crises

This foundational understanding enables SIT stakeholders to respond appropriately depending on the nature, scale, and impact of an event.

Definitions (Aligned to BCMpedia)

Business Continuity Management (BCM)

Based on Business Continuity Management, BCM is a holistic management process that identifies potential threats and provides a framework for building organisational resilience.

It ensures that critical operations can continue during and after disruptions.

Crisis Management (CM)

According to Crisis Management, Crisis Management focuses on managing high-impact events that threaten stakeholders, reputation, or the organisation’s strategic objectives, requiring urgent decision-making under uncertainty.

Disaster

A Disaster is a serious disruption to operations that causes significant physical, technological, or operational damage. Disasters typically trigger BCM responses such as recovery and continuity procedures.

Crisis Scenario

A Crisis Scenario is a situation that escalates beyond routine incidents, creating uncertainty, reputational risk, or stakeholder concern, and requiring strategic leadership decisions.

Key Differences: Crisis Management vs Business Continuity Management

Comparing “Disaster” vs “Crisis Scenario”

Key Insight

A disaster can evolve into a crisis, particularly if it impacts stakeholders, attracts media attention, or is perceived as mismanaged.

Application in SIT’s Context (Aligned with ISO 22361)

For the Singapore Institute of Technology, the distinction is critical due to its unique operating environment:

Types of Disasters (BCM-led)

• IT system failures affecting learning platforms
• Campus facility disruptions (e.g. fire, power outage)
• Laboratory incidents affecting operations
• Pandemic-related disruptions to academic delivery

Types of Crisis Scenarios (CM-led)

Aligned with ISO 22361, SIT should anticipate crises that involve uncertainty, urgency, and stakeholder impact, such as:

• Student or staff safety incidents (e.g. injury, violence)
• Reputational crises (e.g. academic integrity breaches, public criticism)
• Cyber incidents with public impact (data breaches affecting student information)
• Leadership or governance crises
• Multi-agency emergencies involving national authorities

Integrated Response Model

SIT should adopt an integrated model where:

• BCM manages the operational disruption (disaster)
• CM manages the strategic and reputational implications (crisis)

Example:

A cyberattack:

• BCM ensures systems are restored, and classes continue
• CM manages public communication, regulatory reporting, and stakeholder assurance

Relationship Between Crisis Management and BCM

Crisis Management and BCM are not standalone disciplines; they are interdependent components of organisational resilience.

• BCM provides stability and continuity
• CM provides leadership and direction under uncertainty

Together, they ensure that SIT can:

• Continue delivering education services
• Protect its reputation as a trusted institution
• Maintain stakeholder confidence (students, faculty, regulators, and the public)

 For the Singapore Institute of Technology, understanding the distinction between Crisis Management and Business Continuity Management is fundamental to building a crisis-ready campus.

While BCM addresses “how to keep operations running” during a disaster, Crisis Management focuses on “how to lead and respond” when the situation escalates into a crisis. The differentiation between disaster and crisis scenarios is therefore essential in determining the appropriate response framework.

Aligned with ISO 22361, SIT must develop the capability to recognise when an operational disruption becomes a strategic crisis—and respond with agility, leadership, and clarity. By integrating both disciplines, SIT can achieve a robust and holistic resilience posture, ensuring continuity of education while safeguarding its reputation and stakeholders.

 

 

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