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If a Business Continuity (BC) culture gap analysis shows that the gap between the existing culture and the desired BC culture is large, which of the following approaches would be the best one for the BC professional to take?
GPG 7.0 describes Embracing Business Continuity (PP2) as a paradigm shift away from ''mandating and enforcing compliance'' toward embedding BC into the organization, building belief, understanding, and sustained commitment. When a culture gap is large, the best approach is progressive and people-centred: establish foundational understanding first, recognise workforce perspectives, and build credibility through practical relevance---then mature toward deeper competencies. This directly matches option C and aligns with PP2's intent to persuade and engage the workforce so BC stays ''up-to-date and operational,'' producing fit-for-purpose capability over time.
Option A is risky because culture is context-specific; copying another organization's approach may ignore your own values, incentives, and constraints. Option B (aggressive training focused on BCMS detail) often creates ''tick-box'' compliance rather than ownership---exactly what PP2 warns against. Option D (intranet content + annual review requirement) is passive and typically insufficient to close a large culture gap because it does not build real engagement, skills practice, or behavioural change.