Risk and Resilience
Which of Your Risk Responses Changes the Probability?
Some risk treatments lower the chance of the event. The rest only decide who pays when it happens. Most registers cannot tell you which one you bought.
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10 articles found
Risk and Resilience
Settling for Less: The Strategic Logic Behind Accord, Satisfaction and Debt Compromise
How leaders should think about part-payment, concessions and commercial settlements when preserving value matters more than enforcing the original position.
Risk and Resilience
Risk Is Not the Chance That Things Go Wrong
A risk register that records only threats leaves an organisation structurally blind to favourable deviation. The definition itself is the problem.
Risk and Resilience
Not Every Portfolio Uncertainty Belongs on a Risk Register
Why portfolio leaders need more than probability-impact scoring when uncertainty emerges from markets, organisational complexity and project interactions.
Risk and Resilience
'Latent Defects Outlive Handover: Governing Residual Liability After Completion'
How leaders should manage hidden defects, evidence, warranties, records and residual risk after practical completion and the defects liability period have passed.
Risk and Resilience
'Interdependencies Are Portfolio Risk: Why Project Dashboards Miss the System'
Individual projects can look healthy while shared dependencies create portfolio-level failure. Leaders need a system view of interfaces and constraints.
Risk and Resilience
A Risk Register Is Not a Risk Management System
Why documenting project risks is insufficient, and how leaders create active ownership, triggers, responses and practical portfolio-level resilience.
Operational Excellence
Where Do Your Near-Certainties Go?
Once an item passes the likelihood threshold it is reclassified out of the risk process entirely, which leaves the enterprise funding the improbable and absorbing the certain.
Engineering and Manufacturing
Where the Standard Is Silent, the Benchmark Becomes Yours
Gaps in the standards estate do not remove a performance obligation; they transfer authorship of the benchmark to whoever drafted the specification, usually without anyone deciding it.
Engineering and Manufacturing
The Law Pins the Edition; the Standard Moves On
Adoption by reference freezes a technical standard at one edition while the standard keeps revising, so diligent upgrading can quietly move an enterprise outside its own obligation.
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