Systemic Risk Intelligence Framework

A structured approach that enables systemic risk intelligence as part of business as-usual work.

Combine effective risk leadership, lead indicators of future capability and the design of complex human activity systems to transform business as ‘usual’ early [and often].

Read here why these are often not available to senior leaders.

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Systemic Risk Leadership:

  • Effective leadership in highly complex or uncertain situations requires specific capabilities, skills and behaviours that might not be as important or necessary in simpler environments.   

  • Many of these requirements can be taught and practiced, especially over time.   Others are part of every individual’s adult development; they cannot be taught yet are important factors in team selection.

  • Without effective ‘systemic risk leadership’ organisations cannot thrive in the face of high levels of complexity or uncertainty.  It is the enabler of and underpinning for Systemic Risk Intelligence. 

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Lead Systems-Capability Feedback:

  • Lead indicators are an essential focus for organisations to be able to adapt to emerging requirements before performance suffers.

  • Continuous lead systems capability feedback primarily assesses and reports on the capability of existing business systems to deliver on future needs.  

  • When combined (as it is in the SRI Framework) with Lead Systems Design Capability, systems capability feedback enables leaders to build their future organisation now, with confidence.

Systemic Enterprise Risk Management (SERM):

  • Traditional software-based ERM frameworks carry the same limitations and weaknesses as all process-based risk management approaches.    They can create false confidence.

  • SERM is a new approach to integrated, enterprise-wide risk management.  It can be supported by effective ERM software, but its focus is on embedding effective decision-support disciplines into business-as-usual work.

  • Instead of working on risks one at a time, the aim is to identify and implement the best possible responses to uncertainty, including taking into account risk interactions and dynamics.   

Organisation System Design:

  • The core business of leaders is building effective organisations, yet most don’t have appropriate training or tools.  Experience is often their primary guide and structure their primary ‘lever’.   The result is (usually) more of the same outcomes and change fatigue.   

  • It is possible (and important) to do much better.  Without effective organisational design, system flaws will drive strategic and systemic risks that will persist.

  • Applied systems thinking provides leaders with rapid, repeatable ways to work on the design of their organisation as a system.  This enables rapid ongoing transformation as new needs emerge.

Applied Systems Thinking Support Network:

  • Expert, effective, applied systems thinking is widely recognised as a fundamental, mandatory capability for effective performance in 
    complex environments and organisations.  

  • Huge advantages accrue from access to a network of highly capable, ethically-driven applied systems thinkers.  They provide access to new perspectives, methods and tools and can be long-term trusted partners in dealing with our complex, often ‘wicked’ world of challenges and opportunities.

  • Systemic risk intelligence can be greatly enhanced when an organisation reaches out to this wider network

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