Sir Isaac Newton should have been a business continuity professional. He clearly understood the importance of BC program momentum, or the lack of it. Your business continuity program might as well be an object-- maybe the apple that fell on Newton's head-- because the same law applies. But here's a corollary: "A business continuity program that is at rest is actually getting worse." That's because business continuity is a perishable program. To be stagnant is to collect dust, to lose importance, to become forgotten, to lose support, to become obsolete.
- Encourage the adoption of plans that are "good"; don't let perfection get in the way of progress. Plans constantly change so their is really no "perfect".
- Keep exercises realistic and on the simple side. Trying to become too elaborate or involving too many people increases the chances that your exercise won't happen.
- Infuse simple, repetitive tasks into your program to keep people engaged and to build competencies. As an example, monthly team notifications that only require a response are a good way to keep your communication tool current, and remind people of their business continuity role.