 following ways: Be authorized to take actions to help deescalate the situation Have enough preapprovals to help procure necessary resources and support Travel to the customer's location if needed to resolve the issues on an urgent basis Find ways to give critical responses in very short time spans Help reduce the criticality of the situation to an extent that normal operations, even at an impaired level, can be resumed so the case can be handed over to the regular support team CHAPTER 5 NETWORK ROADMAP EVOLUTION Although having response teams in place for different levels of support to the customer is a good practice, it must be made clear to personnel in such teams how these teams are supposed to interact with one another and define the SLAs governing those interactions. This would help ensure that the teams know the roles they play and are focused on providing the best possible responses to the customer and help the network achieve is best performance. Having a document detailing the process of such engagement with the customer and within the teams is a good step toward achieving such goals. Business Continuity Planning Previously in this chapter, we discussed the concepts of network resilience, how it is defined, measured, about the disciplines contributing to it, and the processes and strategies for managing it. As an extension of that discussion, business continuity can be defined as the ability of the business to be resilient during challenges (including natural calamities and other manmade disasters) and to continue to operate and execute normal business functions. With that introduction, let's get some definitions out of the way. Business Continuity (BC) is defined as the capability of the organization to continue delivery of products or services at acceptable predefined levels following a disruptive incident. ISO 22300:2012(en) Societal security-Terminology Business Continuity Management (BCM) is defined as holistic management process that identifies potential threats to an organization and the impacts 