In CBCI 7.0’s structure, unacceptable risks and single-point dependencies are typically discovered through analysis outputs (BIA and risk assessment) and are then treated through Solutions Design by selecting strategies and solutions that reduce vulnerability and enable recovery. To identify practical mitigations, the BC professional must work with the people who own the work and the resources—because they understand how activities are performed, where the true bottlenecks are, what constraints exist (skills, technology, suppliers, premises), and what changes are feasible without introducing new risks.

Activity and resource owners are also the stakeholders who will usually operate, maintain, and fund the controls or continuity solutions once agreed (e.g., alternate suppliers, resilience measures, cross-training, technology recovery design). Collaboration here ensures solutions are realistic, implementable, and aligned to operational needs.

Top management (B) approves priorities and budgets, but does not usually design detailed mitigations. Response team leaders (C) focus on incident-time execution, and communications managers (D) focus on messaging—both are important, but neither replaces the operational insight of owners when treating single points of failure. Therefore A is correct.