Risk and Resilience
Escalation Thresholds Should Follow Consequence, Not Just Variance
Why cost and schedule tolerances are not enough, and how to design escalation rules around consequence, reversibility, strategic value and risk.
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9 articles found
Risk and Resilience
Risk Culture: Why Constructive Challenge Is a Governance Capability
Why risk systems fail when bad news cannot travel upward, and how leaders can build constructive challenge, escalation safety and evidence-led governance.
Program Governance
Three Scales, One Word
An enterprise that aggregates risk across delivery units is adding numbers produced by incompatible scales, and the portfolio figure that results is not a quantity.
Program Governance
Governance by Tolerance: Escalating the Right Decisions at the Right Level
How clear tolerances and decision rights can reduce executive micromanagement while escalating material project and program issues early enough to act.
Program Governance
Drivers, Supporters and Observers: Who Is Allowed to Change What Your Program Is For
Stakeholder maps record who is interested. They rarely record who holds the power to redefine the outcome — which is the only distinction that governs.
Program Governance
Authority With an Expiry Date
Most organisations delegate delivery authority once and never take it back. A governance method from twenty years ago bounded it, dated it, and made it lapse on breach.
Organisational Capability
Your Organisation Has a Default Conflict Style. Who Chose It?
Conflict handling looks like a set of personalities. It is a designed property of incentives, escalation paths and forums that have no adjudicator.
Operational Excellence
What Does Your Organisation Do When Someone Brings Bad News?
Managers rarely lie to executives. They wait. The upward channel carries a price to the sender, leadership sets that price, and almost nobody audits it.
Leadership and Decision-Making
Treated, or Tolerated?
A risk can leave the escalation report because it was treated or because the tolerance moved beneath it, and no instrument in common use tells a board which happened.
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