The risk stops here

Too often we rationalize our lack of informed project risk planning with statements like: “Risk management is inherently part of the intuitive management skills we have learned through years of experience-we will react as best we can when a particular risk pops up.” The frequent consequence of this out-of-sight, out-of-mind rationale is an artificial comfort level, vulnerable to those surprises that tell us a project or program is in trouble. The surprise becomes a management disaster when the risk consequences are not acknowledged until after the damage has been done! Far too much executive energy is expended on damage control, which could otherwise be applied to organization building and expanding markets.
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