Busting myths and building resilience: Practices and approaches that go beyond mere plan development

Abstract

Dwight D. Eisenhower is often quoted as saying: ‘In battle, plans are useless but planning is indispensable’. How many in the business continuity profession actually think about that statement and what it really means? Audit, compliance and regulatory requirements as well as the expectations of executives and business leaders result in an inordinate amount of time and effort devoted to plan development with scant attention paid to actual planning. Practitioners need to realise that the value of the plans they develop is not derived from the finished documents but from the work devoted to completing them. Experience and practice win out above detailed plans. One need look no further than Eisenhower’s D-Day invasion of Normandy as evidence. Practitioners need to learn how to be better at instituting preparedness and not simply developing better plans.