Business leaders are focused on results. Support services are focused on maintaining the internal ecosystem. Input functions are focused on supplying operations with its needs. Output functions are focused on creating competitive value for future monetary receipt.
With all of these activity centers focused on the tasks at hand, sometimes the probability of bad outcomes, or “risk” gets lost in the darkness.
A luring shadow of uncertainty exists, waiting to pounce on actions that can disrupt these organisational entities.
Risk leaders are tasked with the goal of bringing this darkness out into the light, to illuminate the risks existing in every corner of the organisation. This creates transparency, which brings the threat of adverse outcomes to the forefront for all to see.
It is no easy task to sit down and ponder all the ways in which the world can turn sideways for a business. Whether it be related to people, processes, systems, or the external environment, it only takes a micro action to turn into a macro problem the organization must face in order to continue its mission of survival and growth.
For risk leaders we must always be seeking to create transparency across the enterprise and illuminate the room for all to see what uncertainty lies ahead and how it can be controlled in a resource and time efficient manner.
The first step is to create communication channels within the organisation, removing departmental silos and allowing information to flow freely. From here conversations can start on what threats and opportunities exist in the present and near future.
To achieve a risk aware culture, which is quite an infinite exercise, risk leaders must first illuminate the darkness.
Over time, this micro process yields macro level successes which keep the business headed on its intended flight pattern to success, and adding value for its end user.
So when it comes to injecting risk management processes into their enterprise, risk leaders should ask, “… how can I illuminate the darkness?”