WBS FORUM
RISK MANAGEMENT
trick or treat?
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
implicit in my title is that there 2 critical aspects to risk management
1. a formal, highly structured activity of assessing key areas of risk and identifying formal codified responses === paper exercise
2. an approach where top management and staff are effectively engaged in ongoing risk assessment and risk mitigation === embedded human interaction
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
MIND THE GAP!!
Clearly there many organisations in the public, private and charitable/community sectors that effectively do neither.
So what does my hypothesis look like? …
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
staff/culturalengagement ?idealism
?reality
formal structural response
HIGH
LOW
LOW HIGH
RISK - effective engagement v. management tick box?
So is there likely to be in reality, a trade off between:
formalised risk auditing activities, andeffective human/staff engagement?
© Kiki Maurey Consultancy Limited
And how much will internal organisational culture, and external imperative(s) act on:
the formal orientation to risk appraisal, andthe implementation of risk management systems?
some key questions
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
a young and growing SME in the travel/tourism sector, characterised by a down-to-earth response to risk assessment and management:
two very different examples
simple but effect RM plan linked to business plan
venture capital input
whole team engagement and ownership
an admission of vulnerability (market/environmental realism)
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
an NHS hospital trust (Maidstone & Tunbridge Wells) characterised by high complexity and formalised risk structures
two very different examples
complex high level RM plans
driven by externally imposed targets
impact of unexpected consequences of health policy
poor staff awareness, unclear specialist roles
poor Board intervention and ownership
senior complacency and systemic melt-down
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
sometimes risks crop up that you thought you had planned for and then you find new ones emerging
some quotes from Warwick Alumni
knowledge and systems management is the key, as is engaging staff, and ensuring continuity when people leave
how often do we hear that RM initiatives have failed because of ‘poor implementation’, which means in reality that ‘things fell down because of lack of investment in the human “glue” to hold it all together and this is the bit that is hard to measure’
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
people 'aspired-world‘objectives
'real-world‘ outcomes planning
EXTERNALITIES
INTERNAL
RESOURCE
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
from "The Poetry of Donald Rumsfeld“ - The Unknown
As we know, there are known knowns. There are things we know we know.
We also know there are known unknowns. That is to say we know there are some things we do not know. But there are also unknown unknowns, The ones we don't know we don't know …
There will be some things that people will see. There will be some things that people won't see.
… and life goes on.
RISK - effective engagement v. management tick box?
© Kiki Maurey Consultancy Limited
external acuity
some initial conclusions, ie what’s really important?
an ability to act fast and out of character
integrated RM systems
humanised ownership and engagement
widening the risk periscope
extent of ‘psychological safety’
WBS Forum - ‘RISK MANAGEMENT. Trick or treat?’
© Kiki Maurey Consultancy Limited
any questions for Mike, Chris and Kiki?