|
A public sector organisation needed to completely refresh its approach to risk management, a process which had become a bureaucratic exercise rather than a process which added any real value. The one constraint, possibly through suspicion about the real value which could be released by risk management, was that there were to be no additional resources to support delivery.
In order to deliver an organisation where decision making was really underpinned by the management of risks it was appreciated that success was only possible through top down commitment and development.
Our technique was to work with the Executive level to develop a philosophy and strategy for the employment of risk so that leaders took responsibility for their risk profiles and appetite. Processes were changed to integrate risk comment rather than allowing it to be a final boly on. Managers and then staff were trained and slowly a poor bottom up risk process was strengthened and balanced by a top down risk approach using consistent simple skills and procedures across all functions.
It is not possible to quantify the success of limiting unnecessary risk, but these processes; enabled strategic and operational decison making; strengthened numbers of contracts; refined project and programme planning; and supported greater assurance across daily operational systems.
|
