How can you make your organization more adaptable to handle unexpected risks?

Before embarking on a new journey, organizations need to assess their risk appetite. If you were to assess the risk appetite, here is how you execute it. Know your core purpose. Set risk boundaries. Weigh risks and rewards. Define acceptable losses. Get leadership buy-in on risk tolerance. Empower people to speak up. Encourage open discussion of risks.

Ah, the million-dollar question! Here are some ideas: - Build a culture of risk awareness. Encourage people to speak up about potential risks and to approach challenges with a risk-conscious mindset. - Develop robust risk management processes. Create frameworks and guidelines for identifying, assessing, and mitigating risks. - Encourage open communication. Ensure that everyone feels comfortable raising concerns and sharing ideas about risks and how to address them. - Foster a culture of learning and continuous improvement. When things go wrong, treat it as an opportunity to learn and improve processes and practices.

Implementing a Risk and Control Self-Assessment (RCSA) program is pivotal for fostering a proactive approach to risk within an organization. The establishment of a clear governance structure, complete with well-defined roles and responsibilities, provides the necessary foundation for the program's success. Additionally, cultivating a culture that promotes risk identification through regular workshops and employee engagement is instrumental in creating an environment where individuals at all levels are attuned to potential risks. This proactive mindset contributes significantly to building a risk-aware and responsive organizational culture, enhancing the overall risk mitigation efforts.

Creativity as in solving problems in new and useful ways require courage and curiosity. Everything is a risk and no one controls risk. No one. Creative strategies are bets not directives. You can view them as risks, opportunities, among other things. What’s important is that you know your purpose and values which are not flexible. Start looking towards small bets through doing not strategizing into analysis paralysis. Spend time on the question you’re solving for and define success then quickly get to doing. Here is where we learn through failure and grow into “bets” we never saw coming. Drop the ball together pick it up and move forward. Be curios. Be courageous. Be collaborative.

It's essential to recognize that most of significant risks has their own miniature counterpart—an MVP of risk, if you will. Most substantial risks can be deconstructed into smaller, less expensive experiments. These bite-sized risk-taking actions serve as invaluable learning opportunities and allow us to verify our approach before scaling. Consider defining an 'MVP' for each risk—a pilot experiment or a risk-taking action—and implement it in a controlled and possibly isolated sandbox. This approach provides valuable insights, allowing us to understand the nuances and consequences of the risk. By experimenting on a smaller scale, we gain learnings that inform a more educated and strategic approach when tackling larger risks.

Reward creativity. Allow small failures. Give second chances. Celebrate innovation attempts. Learn from setbacks. Cultivate a growth mindset. Take calculated risks. Empower staff to experiment. Inspire passion and purpose.

You should re-brand "risk-taking" as an "opportunity" and encourage it! Remind people that this is a learning opportunity and we can all only benefit from it.

Being first is scary. It takes an open mind, a strong sense of wonder and an inherent trust in your team to jump off the cliff into the unknown. But the learnings - even if you fail - will always outweigh the tentativeness of doing nothing. Leaders understand boldness, but teams are often encouraged to justify before jumping. For me, a leap far outweighs languishing in the familiar - even when it’s the safer option.

If your organization is rigid, no matter how well you check it’s risk appetite, if taking risks is not encouraged and embraced, it will not be readily accepted or embraced. Employees must feel that the space is a safe space to share their thoughts, ideas and feelings. This starts with as simple as asking employees what are their thoughts. Also prior to providing solutions, ask employees what they believe a possible solutions can be. Then include these options as possible solutions.

Encourage people to make mistakes and fail, but do it quickly and learn from it. This will put you streets ahead of places that avoid risk entirely.

Build an environment that allows your team to fail fast, and not hard. Absolutely the growth mindset helps, but failure is still considered taboo and we need to normalise the role of failure, so that it can provide deep reflective learning outcomes for all involved????????? Capturing feedback also needs to become a less formal approach, so that we can capture both formal and informal data, that can drive innovative thinking mindsets.

Admit mistakes quickly. Analyze thoroughly but objectively. Identify root causes. Extract key learnings. Make process improvements. Update policies and training. Communicate lessons learned. Rebuild confidence and morale. Refocus on goals.

Quando há um erro, a postura da empresa e do líder n?o pode ser punitiva. é evidente que n?o gostamos de errar, mas se isso aparece num contexto de busca por inova??o, o foco deve estar nos aprendizados. - Prepare cenários possíveis. - Defina o que deseja aprender. - Tenha variáveis quantificáveis. - Debruce-se sobre as falhas. - Seja um ponto de confian?a para seu time.

Learning from failures is essential. Consider it as a sports team reviewing game footage to improve. Failure provides valuable lessons that can lead to future successes.

The process of achieving success is built on failures. Your goal is to learn how to operate the process to produce predictable outcomes.

Welcome new ideas. Adopt flexible systems. Update with market shifts. Listen to staff input. Automate where possible. Provide change management training. Give clear reasoning for change. Celebrate small wins. Lead with empathy.

Too many businesses think they can hold off a future they don’t care for, opening up a gap for someone to exploit instead: - Printed Maps - Physical Music - Linear TV - Fossil fuel vehicles & energy Proven time & again, the mistake is forgetting the real business you’re in, rather than the current way you make money. If they’d realised their actual business, there would be an A-Z app on every phone now, not a rival app – who had to build an entire database from zero. A-Z already owned one. So change will arrive. If it delivers what users pay you for, but in a better/more convenient/less expensive way, they’ll pay someone else instead of you. So give it to them first. Remember the business you’re really in. And you’ll stay in business.

Change is neither good or bad, it's necessary. If you can't embrace change, you need to leave the businesses and go to some environment that never changes.

Change is the ONLY constant. Embrace it. Love it. Seek it out constantly. You can’t avoid change. You can either seize opportunity and guide your future, or you can be a victim of the never ending cycle of change

Accept that you cannot plan everything. Unexpected obstacles will always be lurking just around the corner. Once you accept this, you can prepare yourself (both mentally and work-wise) to deal with surprises, change your schedule and plans and adapt to the new change in the best way possible.

Recruit diverse talent. Draw on varied perspectives. Respect all people. Provide cultural competency training. Build an inclusive environment. Promote equitable policies. Leverage diverse skills. Collaborate across differences.

Along with diversity of demographics and backgrounds, seek out the alternate view or cognitive style: linguistic, spatial thinkers, bodily/kinesthetic, intuitive, analytical, social, etc

A company is as diverse as the people who work their. Diversity is not an adjective but an action verb. Diversity in people, ideas and solutions.

Diversity is one of the most common advantages that are being utilised beyond the single market functionalities, with that the only motivation before seeking the diversity is to find the energy to destruct the strongest value of self in order to construct the valuable strength as an opportunity to be agile, respectful, truthful to self and surroundings in order to be able to harness the most accurate values of diversity without losing self. Process of diversity is a direct analysis of integrity, and a direct result of ability to process the energy flow, purpose, and goal that directs the need of diversifying the market abilities to integrate functions that can produce the common product and unique product to perfect self and surroundings.

Diversidade = resultado no negócio e escolha ética a ser seguida. Seja um aliado. Fomente no seu time. Recrute profissionais diversos. Letre-se nas quest?es dos grupos minorizados.

Invest in staff development. Offer tuition reimbursement. Provide conference budgets. Encourage continuous education. Reward learning and growth. Allow time for training. Share knowledge company-wide. Stay on top of industry trends.

Como especialista em Growth Hacking uma das correntes de pensamento que mais estimula o sistema de errar, aprender e otimizar, posso afirmar com 100% de certeza que esse caminho leva a um crescimento muito rápido, seja pessoal ou profissional. Constantemente fa?o mentorias afim de ajudar empreendedores de empresas tradicionais e startups. Durante essas conversas é nítido o quanto um erro tem o potencial de educa??o e corre??o de curso na estratégia deles, por outro lado algumas a??es que passam meses sendo planejadas, quando saem do papel correm o mesmo risco das realizadas rapidamente. A li??o de moral aqui é, erre rápido, aprenda rápido e otimiza mais rápido ainda.

I recently heard long time and famous country music star Dolly Parton comment on learning. Dolly has been working on her music career for over 60 years, and attributes always being willing to learn new things with how she has been able to evolve and remain relevant as a musician and performer. Like Dolly, I have always subscribed to the fact that if I am not learning and challenging myself with being able to continuously improve upon my professional and personal journey, then I am doing myself and my clients a disservice. Learning also helps us to appreciate how much more we can feed our brains, and I have always found people who learn to be more fascinating than people who choose not to continue to invest in their own knowledge.

No professional is immune to having to continue to learn and adapt. The pace of business, governments, the environment, and technology is in constant change, and the best thing any professional can do is observe, learn, and grow from the change. Learning new skills as you grow in a profession can take you to greater heights and open up new opportunities.

Para tornar uma organiza??o mais adaptável a riscos inesperados, é essencial promover uma cultura de gest?o de riscos em todos os níveis, implementar análises contínuas, garantir flexibilidade organizacional, adotar inova??es tecnológicas, envolver a lideran?a, fomentar a diversidade, promover o aprendizado contínuo, oferecer treinamento regular, desenvolver parcerias estratégicas e manter monitoramento constante.

Build agile teams. Strengthen company culture. Communicate often and openly. Maintain customer focus. Plan for contingencies. Stay nimble and proactive. Keep core purpose central.

Imagine the unexpected so you can prepare for it. I like to ask my team questions like: “What are the things that could cause us the most damage if they go wrong?” (Even if we are sure they won’t). “If we succeed beyond our wildest expectations, what is the first thing that won’t scale?” Then, I draft an initial course of action for how we will tackle those very things. Doing the exercise of mitigating something that shouldn’t happen often exposes a vulnerability that may have caused it to occur. Look beyond the current reality and into what would otherwise be the unexpected.

Environments that understand the importance of taking calculated risks are the ones that produces the most growth. The myth that risk is a bad thing can be debunked through open expression of ideas and thoughts, safe space for exploration and feedback. Risks can be rewarding when done right.

Create some space around people and a sense of psychological safety. The biggest risk you can take in business is to lie dead in the water with a problem. Solve it, solve it quickly, solve it right or wrong. Doing nothing is a comfortable alternative because it's without immediate risk, but it is an absolutely fatal way to manage a business.

El alma de las organizaciones es crucial para mantener en equilibrio todos estos puntos. Tiene que haber un hilo conductor que una fuertemente lo humano e intangible con los datos en las hojas de cálculo. “A central premise is that successful individuals and firms can never forget the importance of people, their emotions, the culture of the organization, and what cannot be measured.” Excerpt from 'Restoring the Soul of Business' by Rishad Tobaccowala.