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One of my clients has come up with an approach to the introduction of business continuity that contradicts conventional advice, but which makes a great deal of sense in the long-term.

The client has taken on board the long-term aim of embedding business continuity in the organisation’s culture, so that it is just part of the way that they do things, and has quite reasonably decided to introduce business continuity as just another process that the organisation will undertake rather than making a big deal out of it by planning and implementing special campaigns and projects.

Will this low-key approach actually work? I must admit that a lot of organisations introduce business continuity as new and important initiative, which provides an initial impetus and yet leads in the long-term to staff and managers ignoring the process when the next new initiative comes along. The low-key approach might well be the right way – but we won’t find out for a few years yet.

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