Laying tracks while the train is moving: Building momentum in emergency management programme development

Abstract

This paper addresses a persistent challenge in emergency management and business continuity planning, which is the organisational tendency to delay programme development in pursuit of perfection. Such delays can exacerbate risk exposure and inhibit institutional resilience. Drawing on organisational change theory — particularly Kotter’s model for leading change — and systems-thinking literature, the paper argues that momentum and iterative progress are more critical to long-term capability development than initial completeness. Drawing on existing research, practitioner insights, and case studies, the paper examines how early action — even when imperfect — creates conditions for sustainable programme growth. Specific attention is paid to the risks of ‘analysis paralysis’ introduced by overly prescriptive standards and how organisations can instead generate traction through visible progress, adaptive planning, and the use of feedback loops. Findings reinforce that early, visible actions — such as initiating a planning cycle, conducting a tabletop exercise, or deploying partial solutions — build credibility, accelerate cultural alignmen, and reduce institutional resistance to change. The paper proposes practical strategies for emergency management practitioners seeking to advance resilience initiatives despite resource constraints, including interactive planning, stakeholder communication, and iterative documentation. These approaches are aligned with both complexity theory and adaptive management frameworks, offering a grounded path forward that balances urgency with strategic alignment. The conclusions emphasise that resilient organisations are not those that wait for ideal conditions, but rather those that take action and adjust in motion. Momentum, rather than perfection, is the more reliable predictor of preparedness maturity. This has implications for how organisations initiate programmes, prioritise deliverables, and measure progress in dynamic risk environments. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.