BC command structures – Gold, Silver and Bronze

An organisation’s response to a disaster is only as good as the teams that underpin it. As the backbone of any effective Business Continuity Plan, a clear command structure is vital to ensure preparedness and minimise the impact of a crisis – no matter its severity.

Command structures define approaches to both command and control in an incident, enabling organisations to act decisively when needed. For businesses of all sizes, there are significant benefits to be gained from a well-documented and understood hierarchy of teams.

The spectrum of potential disruptions is vast, from the lights going out to a catastrophic cyber-attack. As such, an effective command structure should facilitate different degrees of mobilisation that depend on what it takes to return to business as usual.

Building an effective response

At its most fundamental level, a command structure should identify the roles, responsibilities and authority of teams both preceding and in the event of an incident. This includes the dynamics between each team, as well as documented procedures to support them.

This enables threats to be identified and assessed as they occur, with clear guidance for escalation where appropriate. Drawing on years of experience, many organisations have chosen to adopt the Gold-Silver-Bronze (GSB) structure developed by the emergency services in the UK.

GSB: The gold standard?

As the name suggests, the GSB structure is divided into three levels, which are commonly defined as Strategic (Gold), Tactical (Silver) and Operational (Bronze). This additional clarification is important to emphasise the criticality of each stage, while at the same time recognising that accountability ultimately sits with strategic decision makers.

One of the main reasons organisations choose to implement the GSB structure is its proven track record in managing crises – up to and including serious breaches of national security. The framework can also be easily transposed onto organisations with traditional hierarchies.

The responsibilities of the teams at each stage are as follows:

Gold – Strategic

At this level, the focus is on setting the strategic direction and objectives. The Gold team is responsible for considering the long-term implications of an incident, engaging with senior stakeholders and allocating resources.

Strategic teams have the authority to deploy an organisation's full resources in situations that threaten its viability and integrity. In less severe incidents, they guide and make decisions that support Tactical and Operational teams.

In a disruption, the Gold team will be guided by the company’s Crisis Management Plan.

Silver – Tactical

The Silver team translates the strategic objectives set by the Gold level into practical activities that can be actioned when needed. They are responsible for coordinating response efforts, particularly when multiple operational teams are involved.

The role of Tactical teams is critical to mobilise different teams across an organisation. This ensures that the actions of different departments are coordinated to resolve the incident effectively and restore normal operations.

Silver teams will typically follow a Business Continuity and Incident Management Plan.

Bronze – Operational

The Bronze team is responsible for implementing the activities on the ground. Their focus is on managing the immediate effects of the incident, maintaining continuity of business activities and ensuring adequate availability of resources.

Despite often erroneously being perceived as the ‘lowest’ level, Operational teams are often the first to detect an incident – and are therefore responsible for rapid action to prevent escalation. They may also manage recovery efforts.

Bronze teams will be guided by site or activity-specific plans – and in IT-related disasters – technology recovery runbooks.

The best command structures mirror their organisations

The Gold-Silver-Bronze command structure remains a popular choice in both public and private institutions, thanks to proportional division of responsibilities and proven effectiveness. However, it is not a one-size-fits-all solution. Organisations must carefully consider whether a more bespoke structure would better fit their needs.

For a global multinational, a fourth ‘Platinum’ level may be appropriate so that that the most senior stakeholders have adequate control and oversight during a crisis. Conversely, a small business with flat management structures may find that GSB strays too far from existing expertise and day-to-day activities.

It is crucial to establish that the right people are in the right roles, not based on rank but on suitability and temperament. During a crisis, people can often surprise you with their ability to perform under pressure. Therefore, it’s important to base role assignments on the traits needed for each position rather than on job titles alone.

Evaluating the right choice for your business

Whether you opt for a GSB-based structure, or one better suited to your organisation’s size or leadership dynamics – staff must be trained in command and control. They must also participate in exercises to seamlessly embed a resilience mindset across business functions.

For those looking to implement a new or refined command structure, it is essential to do so methodically. Training should start at individual levels before moving to integrated exercises. This ensures that everyone understands their role and how it fits into the broader structure.

By aligning the command structure with existing leadership, training thoroughly and choosing the right people for each role, organisations can better prepare for potential incidents. In doing so, they can ensure continuous operations in even the most challenging circumstances.