In 2020, between the first and second COVID lockdowns, my family and I filmed a feature project entirely from our home. To make it safe, we created a bubble with the three principal cast members, converted two rooms into sets, and moved our children into our bedroom for three weeks. All crew requirements – cinematography, sound, editing, production – were met by myself, my wife, and my daughter. It was a crash course in resilience. We had to plan, adapt, and respond to risks in real time. And it taught me lessons that apply directly to business continuity. Because whether you’re running a film set or a financial services firm, resilience is about preparation, adaptability, and the courage to embrace failure as a path to improvement.
Scriptwriting = Scenario Planning
Every film begins with a script. It anticipates every scene, every line, every possible outcome. In business continuity, scenario planning plays the same role. We imagine disruptions, from cyberattacks to natural disasters, and design responses. Just as a scriptwriter must think creatively about plot twists, continuity planners must think creatively about worst-case scenarios. The more imaginative and realistic the scenario, the better prepared the organisation will be when reality strikes.
Rehearsals = Exercising
Actors rehearse not to deliver perfection, but to prepare for the unexpected. They practice until responses become instinctive. Organisations should approach continuity exercises the same way. Too often, exercises are designed to “pass” audits or satisfy regulators. But real value comes from rehearsing worst-case scenarios, where failure is not only possible but welcomed. Failure in an exercise can be the best outcome – it reveals weaknesses and drives improvement. Like actors rehearsing for a live performance, employees must rehearse for crises. Frequent exercising builds confidence, reduces panic, and ensures that when disruption occurs, teams respond instinctively.
Production Challenges = Crisis Management
On a film set, things go wrong. Equipment fails, weather changes, actors get sick. Success depends on adaptability, communication, and leadership under pressure. In business, crises hit with the same unpredictability. Systems fail, supply chains break, disasters strike. Continuity professionals must lead with the same mindset as a director on set: stay calm, adapt quickly, and keep the team focused on the bigger picture. Crisis management is not about eliminating risk – it’s about managing it in real time, with clarity and confidence.
Editing = Continuous Improvement
Editing is where raw footage becomes a polished story. Mistakes are cut, scenes are refined, and the final product emerges stronger. In continuity, post-exercise reviews play the same role. Plans are refined, gaps are closed, and resilience improves. Just as editors embrace imperfection to create a better film, continuity professionals must embrace exercise failures to create stronger plans. Continuous improvement is the hallmark of resilience. It’s not about getting everything right the first time – it’s about learning, adapting, and evolving.
Audience Impact = Stakeholder Confidence
A film succeeds when it connects with its audience. Continuity succeeds when stakeholders – employees, clients, regulators – trust the organisation’s resilience. Both require clear communication and emotional engagement. Stakeholders must feel confident that the organisation can withstand disruption. That confidence is built not just through technical plans, but through transparent communication and visible leadership.
Closing Thoughts
Filmmaking and business continuity may seem worlds apart, but they share a common foundation: preparation, adaptability, and resilience. Whether on a film set or in a boardroom, resilience is about more than compliance. It’s about culture. It’s about preparing people as much as systems. And it’s about embracing failure as a driver of improvement. Business continuity can learn a lot from filmmaking – because both are about telling a story of survival and success.