Business Continuity Management, a Crisis Management Approach
Dominic Elliott, Ethne Swartz and Brahim Herbane 

Routledge
ISBN 0-415-20491-7 (hardback)
ISBN 0-415-20492-5 (A5 paperback)

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The aim of this book is to help ‘to define Business Continuity Management (BCM) from a strategic perspective’ and to demonstrate ‘with the help of case studies how to undertake an analysis of the environment, prepare analytical frameworks, implement BCM and ensure it remains a continuous process’. The crisis management approach is defined by the authors as one that:

	Recognizes the social and technical characteristics of business interruptions
	Emphasizes the contribution that managers may make to the resolution of interruptions
	Assumes that managers may build resilience to business interruptions through processes and changes to operating norms and practices
	Assumes that organizations themselves may play a major role in ‘incubating the potential for failure’
	Recognizes that, if managed properly, interruptions do not inevitably result in crises
	Acknowledges the impact, potential or realized, of interruptions upon a wide range of stakeholders.

The book has seven chapters covering historical context, regulatory and legislative issues, initiating and planning for BCM, continuity analysis and planning, management of change (embedding BCM), operational management (from testing to incidents), and where next for BCM?

The book contains a wealth of knowledge and experience gained from the authors’ consulting and advisory work in a wide range of industries and organisations. It is well written in a non-academic style and easy to read. Each chapter includes references and further reading lists at the end and also a list of study questions. There are copious diagrams and case studies throughout the book. The book does not state its target readership but I infer that it is well-suited to a ‘broad church’ of anyone engaged in risk management.

The book addresses health & safety at work ‘show stoppers’ specifically, although helpful is a very condensed exposition of the subject. A discussion of self-regulation also juxtaposes ‘statutory regulation’ with ‘self-regulation’ as if they are totally different and unrelated. The Robens concept of self-regulation is, of course, central to the statutory framework and wording of the Health & Safety at Work etc Act 1974.

Unlike health & safety, BCM has no statutory basis. In seeking recognition and a power base for BCM as a profession, the authors are strong advocates of the Business Continuity Institute and certification of employers’ BCM to BS7799. However, the potential drawbacks of management certification schemes, such as encouraging mediocrity and illusion of control, are not discussed. The content on embedding culture change is rich and thought-provoking, although it would have benefited from a deeper coverage of the literature on organisational culture, power relations, strategy, risk cognition and change.

Despite criticisms, the book overall is an invaluable reference and guide for anyone engaged in the broad spectrum of risk management and well worth the modest price.

Reviewed by Dr Alan Waring