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The trouble with strategic risks is there’s often no historical precedent to draw from to assess their potential nature and impact. Sometimes they’re the product of a visible trend, but often they appear as a surprise. And hard as they are to identify or manage, they are extremely difficult to recover from.
Another way strategic risks can be confusing? They’re not just “something to mitigate.” In fact, spotted early and handled well, strategic risks can be the basis for game-changing moves that reorder the field.
Via Kenneth Mikkelsen
In a recent report Deloitte argued that smart organizations develop a system to deal with unexpected change by:
More effectively anticipating, adapting, making decisions and changing course can help organizations prevail in a disruptive world.
This is a clear case for embracing organizational knowledge mastery!