Tuesday, June 21, 2022


Be comfortable with “VUCA” reality, envision the bigger picture, be conscious of the learning curves, uncover the truth and myth continually.

In the face of an ever changing environment with accelerated speed, from the highest strategic to the deepest technical levels, "agility" as the ability to "pivot" and change direction in response to market pressure, is a fast, sure response to external stimuli promptly. 

The progress to make agility transformation requires overcoming varying challenges, enhancing cooperation from varying parts of the organization, synchronizing different parts of the organization to “think & act” at the compatible speed to unlock performance collaboratively.

Understand how to deal with unexpected, unintended conditions smoothly: Agility is the ability to respond to change, create momentum for changes, dare to be creative when facing difficulties, Change is difficult; business decisions can have unexpected & unintended consequences, decision effectiveness directly impacts business agility and maturity. Lack of quality information, inefficient processes, procrastination, are all very obstacles to making effective decisions.

Psychologically, the strongest impediment to decision making is fear. Fear of making the wrong choice or taking responsibility. If inevitably, you make a bad decision or things just turn out badly, business leaders and professionals must have resilient mindsets in order to adapt to the continuous digital disruptions or unexpected conditions. When facing difficulties, they can recover quickly from setbacks, build the capacity to respond to the unexpected circumstances in a way that increases gain or minimizes loss.

Pay more attention to unidentified stakeholders, unmanaged processes, unsatisfied customers: Organizations as a system works as designed, and the design satisfies the stated need and objectives. As such, the system seems not to have a problem. Dysfunction, complication, rigidity, and inefficiencies are not always easy to uncover. It is common for unidentified risks to pop right off the page. It takes the right fit talent, processes, methodology, and practices to identify un-priced, unmitigated or plain old risks, to dig into the causes of business system ineffectiveness and inefficiency systematically.

So risk management has strategic dots that need to be connected. Sometimes, an unidentified stakeholder who utilizes or is impacted by the system has a problem; the other times, unmanaged processes bring certain chaos, causing business systems dysfunctioning. Many companies are inside-out, operational driven, so unsatisfied customers cause problems related to reputation, credibility, brand name. That, unidentified is, at best, unmanaged and, at worst, mismanaged by the application of knowledge, results in unintended consequences. In agile organizations, risk can be seen in a much more positive light as it creates numerous opportunities for those that wish to see beyond a defensive response.

The lack of GRC awareness and holism creates blind spots uncovered, and gaps unfilled:
In today’s VUCA –Velocity, Uncertainty, Complexity, and Ambiguity, new normal, organizations encounter more risks than ever, lack of risk awareness creates more blind spots uncovered and gaps unfilled. One of the problems with views in the enterprise either via management or governance lens today is that they are not holistic. The management should make an objective assessment of their organizational risk appetite and risk intelligence. Technically, most of today’s risk management is reserved for huge and costly endeavors. Clarify key factors and considerations in improving business agility and resilience by taking an integral GRC approach.

Risk awareness is a mindset. Poor decision-making that lacks risk awareness creates more blind spots and pitfalls in a variety of management. In a macro environment, the generic risk management includes how organizations manage economic, legal, political, social and reputation risks, and how to build up its resilience; internally, organizations need to take care of strategic risks for the long run and operational risks on a daily basis. Improve the risk attitude of staff, embed risk identification and assessment in operational processes, corporate culture, multiple management disciplines, increase clarity of individual accountability for risk management objectives, improve overall business agility and resilience.

The gaps of multifaceted business management are enlarged when different geographical regions, industries, organizations, functions, and individuals evolve with varying speed. Business leaders and professionals today must be comfortable with “VUCA” reality, envision the bigger picture, be conscious of the learning curves, uncover the truth and myth continually. It helps to orchestrate organizational interrelationship by bridging gaps, sharing information, enforcing cross-boundary communication & collaboration, building trust, leading to greater autonomy and agility, in transforming, generating, ascending and core-shifting individuals, teams, even the whole organization up to the next level of digital maturity.


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