The main emotional drivers of organizations are fear and hope. Fear is kept under control through the management of risk. Hope is embodied and managed via a shared vision.☭ The vast majority of the management activities (as opposed to the manufacturing or service delivery activities) in any organization are derived from this dyad, although fear […]
In another article, I spoke of vision management and risk management as the two pillars upon which organizations reside. As I have already spoken about vision, let’s take a minute to examine risk in the context of service management in a little more detail.
Although troubleshooting and the definitive elimination of faults has a long history, the particular innovation of ITIL® 2 was to recommend treating problems and incidents as two separate entities, each with its own life-cycle. This advice had led to a series of confusions and ambiguities, many of which have still not been resolved among the […]
Pre-industrial risk assessment Risk assessment remains a highly manual activity in all organizations I have ever seen. Some organizations have a structured approach to assessing, and then managing, risk. Others work largely with a seat of the pants approach. But in both cases, the activity of identifying risks and their magnitude and the creation and […]
This text has grown out of an answer I provided in an on-line discussion group, posted on 16 November 2012. The issue I would like to address is the evident confusion in many minds between risk and impact. Often, you ask people for a list of risks and they provide, instead, a list of impacts, […]