Risk and Resilience
Assumptions Are Strategic Dependencies Before They Become Risks
How leaders can turn critical assumptions about people, funding, regulation, infrastructure and demand into governed strategic dependencies.
EraNorth Insights
Decision-grade thinking for complex work.
Professional knowledge and strategic perspectives across strategy, projects, operations, engineering, transformation and business performance.
15 articles found
Program Governance
Assurance Should Change Decisions, Not Add Another Layer of Process
How leaders can use assurance, business cases and decision gates to improve continuation, investment and termination choices rather than create ceremony.
Project Delivery
Complex Projects Are Won or Lost Before Delivery Starts
Why the strategic front end of complex projects determines requirements, governance, risk, delivery strategy and the quality of later execution.
Risk and Resilience
From Estimate to Commitment
Every serious estimate arrives with a range around it. The number that leaves the approval meeting has none, and nobody decided to remove it.
Risk and Resilience
A Zero-Tolerance Commitment Is a Capital Decision
An absolute constraint abolishes acceptance and most of transfer, leaving only the two costliest risk responses — and that price never returns to the business case.
Project Delivery
The Business Case Is a Living Control, Not an Approval Document
How leaders can use the business case as a continuing investment control that tests strategic value, benefits, cost, risk and the case for stopping.
Program Governance
Strategic Alignment Must Be Re-Earned Throughout the Program
Strategic alignment is not a one-time approval. Leaders must continually test whether a program still deserves capital, capacity and support.
Program Governance
Benefits Realisation Is an Operating Responsibility, Not a Closure Task
How leaders can connect project outputs to measurable business outcomes, assign benefit ownership and keep accountability alive after delivery teams close.
Portfolio Leadership
What Does the Enterprise Own After a Capability Investment?
Method, training and certification are funded as capability. Some of it becomes an organisational asset and some of it walks out the door. Few business cases say which.
Leadership and Decision-Making
What Is the Risk of Not Doing It?
Every business case appraises the options. None of them appraises doing nothing — which is the only forecast in the paper that nobody is required to defend.
Leadership and Decision-Making
How Leaders Should Set Liquidated Damages Without Guessing
How the economic basis for delay changes across rental property, manufacturing, development and public infrastructure, and what leaders should model before tender.
Leadership and Decision-Making
Business Cases Are Investment Hypotheses, Not Permission Slips
Treat business cases as testable investment hypotheses that must survive scrutiny, new evidence and changing portfolio conditions after approval.
Leadership and Decision-Making
A Program Can Be Affordable and Still Be a Bad Investment
Affordability is only one test of investment quality. Leaders must also challenge strategic fit, value, commercial viability and deliverability.
Enterprise Transformation
The Quadrant Your Business Case Never Writes
Transformation cases argue the benefits of moving and the cost of standing still. The cell they leave blank is what the status quo currently gives the people you are asking to move.
Business Models and Growth
The Hidden Lifecycle Cost of Outsourcing
Outsourcing savings can disappear in transition, governance, change and exit. A sound business case must evaluate the entire commercial lifecycle.
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