There has been a paradigm shift in the way Business Continuity Planning is thought about and executed. In normal times, BCP is thought about as a short-term set of institutionalized procedures and technology components designed to fill gaps when minor disruptions occur. However, during extreme crises, the magnitude, pervasiveness, duration, uncertainty and scale of the disruption requires a fundamental change in the way business continuity planning is approached, especially when it comes to treasury.

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