This post represents my first blog in a while and a fresh commitment to blog more regularly. See Making a Fresh Start for that post.
To restart here, I have recapped on Success Criteria #1, Risk Management. That sounds boring doesn't it! Well perhaps so. But let's get real about what we are doing when we implement changes to a business. Aren't we creating a new future? Risk Management is about doing things today to create a future state tomorrrow, or to avoid a different future state. Given we are implementing changes to create a new future state of the business, then it makes sense that risk management should be a key capability. However it is often not the case.
When we look at programs and projects that are implementing change, one of the first things we look for is whether risk management is being practiced. If it is we know that the team is looking far enough ahead and doing today what's required to manage any future challenges they expect to encounter. If they are doing that, this it is good.
If they are not doing that, we consider whether they are doing Issue Management. If so, the team are at least identifying, categorising and prioritising tasks for those challenges they are facing today. This is OK but not as good. Lastly, if they are not doing either of these then they are scrambling to cope with every issue as and when it arrives. The team is therefore in a reactive mode. It is impossible to be high performing in this mode. The team may feel busy and may feel like they are making progress, which they are, but they will never be more than mediocre.
Making changes to any business encounters problems. That much is normal. How you deal with them is what varies. Issue Management gets the team triaging problems, Risk Management gets the team ahead of the curve and gives it and the organisation the best chance of success. This is why this is the Number One Success Criteria.
I'll cover # 2 of 5 in my next post.
Labels: Success Criteria Number One