Client Stories
Many of our client's are involved in critical infrastructure, critical services and national defence and so we cannot share their stories.
Below is a small sample of client stories we have permission to share.
HEALTH
Direct action by the Steering Committee was the only way to deal with entrenched project risks
THE SITUATION
A state-wide health records digitisation project faced risks arising from unrealistic timelines and competition between stakeholders. It also had huge implications for workplace culture and processes. The Steering Committee included agency CEOs and other high-level leaders.
THE CHALLENGE
The project team struggled to deal with system-wide sources of extreme risk arising with Government agencies, outside their control.
WHAT WE DID
A Systemic Risk Analysis process identified and mapped five areas of strategic risk. The project team developed plans in response, but realised that they could not deal with the high risks associated with internal and intra agency squabbles.
THE RESULT
In collaboration with the project manager, we workshopped the project’s systemic risks with the Steering Committee. We were able to convince then that as leaders of key stakeholder agencies, they could not ‘delegate’ those systemic risks to the project team. They themselves had to take accountability.
DEFENCE
Revealing hidden strategic sources of risk solved technical problems
THE SITUATION
A mega Defence project faced almost insoluble difficulties integrating a mission-critical new IT system with 30 plus legacy systems. Major delays, escalations in cost and reductions in performance seemed inevitable.
THE CHALLENGE
Managers of existing systems lacked the capabilities, resources or incentives needed for them to adapt or replace their out-of-date software to meet project requirements. The project itself lacked the authority or resources needed to force them to change.
WHAT WE DID
Over just a few days, we interviewed available project stakeholders and mapped the project’s network of stakeholders and key technology challenges. The maps revealed that the key root cause of the technical impasse was the lack of whole-of-Defence direction and resourcing regarding the project.
THE RESULT
The Project Executive immediately changed their focus from fixing technology issues to enabling the essential strategic and policy conditions for project success. The technology issues became manageable. The project accelerated and was delivered successfully.
GOVERNMENT
From firefighting and churn to innovation and performance
THE SITUATION
In 2015, the Department of Lands and Planning (NT) was struggling with long-ignored legacy issues. Siloed, risk-averse structures and behaviours blocked meaningful change.
THE CHALLENGE
The CEO and his team were constantly in firefighting mode and under political pressure. The question was how to break that cycle, to adapt to be a more forward-looking, effective organisation.
WHAT WE DID
RiskIQ used systemic risk analysis to generate a new conversation with the Executive and higher managers. An ongoing risk dialogue integrated vision, strategy, personal accountabilities, leadership and decision-making into a single story.
THE RESULT
Within two years, the bureaucracy and backlog had been slashed, decisions were being taken faster and lower levels and innovation had greatly increased.
UTILITIES
Enabling adaptive governance in a unique mega project
THE SITUATION
A water infrastructure project with society-wide impacts was being hamstring by “business-as-usual” red tape. Government bureaucrats believed that enforcing established project governance standards was the best way to ensure success.
THE CHALLENGE
The project team and key stakeholders could see major opportunities to adapt governance arrangements to be faster, less limiting and more effective. However they were unable to demonstrate this to the senior bureaucrats and to political leaders involved.
WHAT WE DID
We used systemic risk analysis to stress-test the project system. This revealed three underlying systemic risks limiting innovation and better practice. Together they had governance-related risk implications including excessive red tape, false confidence, limiting of options and blocking of innovation.
THE RESULT
The systemic risk insights were communicated and validated using stakeholder workshops. Senior leaders were provided with early warning of possible risk outcomes and clear options for improved governance and hence better decisions.
ENVIRONMENT
Dealing with root causes enabled transformation
THE SITUATION
A large national conservation agency had to balance the competing needs of communities, special interest groups and Government, within tight resource constraints.
THE CHALLENGE
Despite a shared commitment to conservation, decision-making was slow and avoided hard issues. Consequently, risks were not always well-managed and outcomes were suboptimal.
WHAT WE DID
We surveyed operational staff to understand their experiences then co-designed and implemented a modern risk governance approach. The evidence and analysis showed the Executive Team that ‘consensus’ decision-making and avoidance of personal accountability was leading to poor decision-making.
THE RESULT
The Executive Team led a transformation in decision-making, supported by the improved risk management framework. By tackling the root causes of poor decisions, operational decision making and outcomes improved.
DEFENCE
Leaders found their own blind spot, and trust followed
THE SITUATION
The relationship between a major Defence program office and their key strategic stakeholder had broken down. Leadership had tried to mend the growing distrust, but to no avail.
THE CHALLENGE
How could the Leadership team rebuild trust and functioning, after previous efforts had failed?
WHAT WE DID
We ran a Systemic Risk Analysis to map hidden risk sources across key relationships and worked with the Executive to interrogate hidden assumptions.
THE RESULT
Leadership had an 'aha' moment and adapted their communication. Breakthroughs followed within weeks. Trust grew and they gained traction on issues that had seemed insoluble.
FIRST NATIONS
Taking a First Nations Land Council from dysfunction to effective governance.
THE SITUATION
The Land Council had a history of poor risk management, lack of strategy and unmanaged conflicts of interests. Federal agencies demanded change rapid change and installed a new CEO with a strong remit to make that happen.
THE CHALLENGE
The clash of western and First Nations cultures and expectations about good governance meant that no templated solution could work. The new CEO understood that but struggled to know how to begin.
WHAT WE DID
We begin with a collaborative process of inquiry, to find and document the true underlying challenges, including those that arose from the differences in culture. A unique ‘story-telling’ approach to risk management was developed and implemented over time.
THE RESULT
The new risk management approach focused on strong guidance, communication and minimal ‘red tape’. It was embraced by First Nations Land Council members and easily passed external audit. Systemic risk management became a cornerstone of effective strategic planning.
HEALTH
Transforming competing stakeholders demands into a coherent strategy
THE SITUATION
A large health service faced a new funding model, major building works and fast-rising demand. External and internal stakeholders competed for resources and management of risks.
THE CHALLENGE
How could the Executive team balance the multitude of competing demands and meet clinical requirements?
WHAT WE DID
We surveyed about 100 staff and mapped sources of risk interacting across siloes. We then workshopped the results with the Executive and senior management to clarify what mattered.
THE RESULT
The CEO and Executive created a four-part strategic plan with a single 'strategic story' which enabled risk-based decisions that maximised opportunities in the uncertainties they faced.