This book defines Business Continuity Management (BCM) from a strategic perspective, and uses case studies to support an analysis of the environment, prepare analytical frameworks, implement BCM and ensure that 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, and 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 the way ahead for BCM.