Here's how you can navigate risk and uncertainty in strategic decision making.

Identificar e analisar potenciais amea?as e oportunidades nos permite mitigar problemas antes que se tornem crises. Ao adotar uma abordagem sistemática, podemos proteger nossos projetos e investimentos, garantindo um crescimento sustentável e resiliente. A avalia??o de riscos n?o é apenas uma precau??o, mas sim um elemento vital para alcan?ar nossos objetivos com seguran?a e confian?a.

Ao abra?ar a incerteza, podemos explorar novos caminhos e descobrir oportunidades que n?o seriam visíveis de outra forma. Este mindset n?o apenas nos prepara para enfrentar desafios imprevistos, mas também nos capacita a adaptar e evoluir constantemente. Ao invés de resistir à mudan?a, aprendemos a aproveitá-la como um catalisador para o crescimento e a transforma??o. Ao abra?ar a incerteza, abrimos portas para novas ideias, solu??es criativas e um futuro mais promissor.

Criar estruturas claras e criteriosas, podemos avaliar todas as op??es disponíveis de maneira objetiva e equilibrada. Isso n?o apenas reduz a subjetividade, mas também promove uma análise completa dos riscos e benefícios associados a cada alternativa. Com quadros de decis?o bem definidos, podemos tomar decis?es mais rápidas e seguras, alinhadas aos nossos objetivos estratégicos e às necessidades do momento.

In order to be able to mitigate risks, it is necessary to: a) understand these risks and their sources; b) understand in what time frame and at what stage a particular risk is most likely to materialize; c) determine the degree of controllability of these risks; d) understand what resources will be used to minimize them; e) if it's impossible to minimize the risk at the moment, have ready-made ways to deal with the consequences of such risks. I would also highlight an option of tech risk analysis, and a proper strategic planning as a ways to predict some of the risks. And don't forget a good old SWOT / PEST analysis - those saved me multiple times allowing to clearly see the border lines

Insights always have one big problem - trusting them. On the one hand, if a software engineer you know told you that an update to the service you use is planned in the near future and this will increase its cost by 30% (which was clearly not part of your plans). And a completely different matter, when some paid blogger says that another meme-coin will shoot into the sky tomorrow! The main task in working with insights is to understand their value and degree of influence on your business / processes / team, etc.

I remember my college years, when we just started a risk-management. It was one of the most interesting and engaging classes I've had for entire 5-years there! A reasonably young CSE was throwing dozens of his personal cases from several large companies he'd been working for. The biggest problem he highlighted was that sometimes obvious risks were either not taken into account by company management, or their impact was simply underestimated - which led to quite serious consequences. "Butterfly effect" - that's how he finished one of his lectures, reminding that the most insignificant phenomenon or event can have a devastating impact on the organization, emphasizing the need to take even a small details into account.