The Essential Capabilities Survey
The survey is designed to show senior leaders how capable their organisation is of working in uncertainty. It gives an accurate view at the individual level, team, department and organisation level of how capable people think the organisation is, how capable it should be and highlights differences in thinking across the organisation and an opportunity to see if, where and how improvements can be made. To access the survey, click here
The survey is based on a model of evolution of ‘Essential Capabilities’ based on the ‘Capability in Uncertainty Maturity Model’ which describes an evolution from Ad Hoc or Chaotic in which risks are dealt with as they emerge to ‘Controlled’, ‘Integrated’ where there is an expectation that risks to be ‘managed’ will be identified in risk registers/reports. Risk reporting is upwards focused, with high rating risks escalated and/or reported. Terms we see include ‘Enterprise Risk Management’, ‘Governance, Risk and Compliance’ and ‘1st, 2nd & 3rd Lines of Defence’.
There are many strengths to these models – for example, large organisations operating in multiple jurisdictions have to comply with multiple regulations and automating compliance makes sense. (Why fill in forms when a Bot can do it for you?). It is very useful to have a comprehensive ‘list of risks’ to prompt thinking and ensure that risks to assets and operations have been secured and the the organisation can survive shocks (business continuity planning).
However, the next two levels require change in thinking. At the ‘Enhanced’ level, risk management policy and methods explicitly recognise that many risks are complex, interconnected, intangible and emergent. Data may be used if available to see underlying patterns and, in our model, is linked to expert analysis of the deep root causes of incidents and events. At this stage, we find Senior Leadership Teams need to include people with a different set of ‘Action Logics’ so that the team ‘changes gear’ and doesn’t just ‘peddle harder’.
At the ‘Systemic’ level, another change in thinking is required so that leaders and staff have considerable freedom to apply judgement to exactly how key uncertainties are recorded and reported. At this stage, the organisation is able to sense and respond effectively to change and uses modern technology to enable input from multiple stakeholders on anomalies and has a dynamic feedback loop from multiple sources.
To access the survey, click here. (Note; this will be a link to the Qeysights page).
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