Leadership: Hidden Risk Signals are Ignored

Leadership: Hidden Risk Signals are Ignored

Donnie MacNicol 25/05/2020 6
Leadership: Hidden Risk Signals are Ignored

Executives in major project based businesses should be concerned that too many risk signals are hidden in the noise.

Hypothesis: “The Executives and Leadership in major project based businesses, exemplified in Infrastructure and Construction, are struggling to obtain value from their organisation’s burgeoning financial, project and other operational data. This should be of concern given the increasing incidences of serious corporate performance problems.”

To survive and prosper in this fiercely competitive industry organisations must have a real-time, single version of the truth for decision-making, planning, forecasting, value engineering, project portfolio control/reporting and more.

Frustratingly the data, current and legacy, that would support this is stubbornly spread out across far too many uncontrolled spreadsheets, other 'home grown' databases or files, as well as multiple enterprise application data silos. 

To date, there has been no practical remedy for this - a system that works for tech averse business people who need to clearly see the signal from the noise.

On demand without delay. A system that meets their unique needs without a costly, disruptive and lengthy solution deployment.

The risks can manifest themselves in multiple ways leading to various financial & operational challenges depending upon the companies' specific historical and current situational factors.

Resolution requires a new and custom 'remedy'.

What are your thoughts on what this remedy might be?

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  • Calvin Bone

    Straight to the point

  • Ali Zaidi

    I am lost with spreadsheets :)

  • Scott Paul

    Now I understand why my management complain about data's lack of clarity.

  • Ryan Fillis

    Even artificial intelligence can't be helpful..

  • Jonathan Owen

    Nailed it Donnie

  • Mark Horsley


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Donnie MacNicol

Leadership Expert

Donnie is a project, programme and organisational consultant who has married his 30 years of delivery experience with a passion for personal development, change and strategy to offer consultancy and training services to clients through his own consultancy. Clients are in both the public and private sector and include multinationals and SMEs. His main focus is on supporting the development of leadership at an individual, programme and organisational level - creating an environment where teams can perform to their maximum potential. He is the author of The Delivery Manifesto™ & co-author of Project Leadership 3rd Edition by Routledge as well as contributor to multiple others. Donnie holds a BSc (Hons) in Civil Engineering from the University of Strathclyde.

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