Evasting risk is equal to the surrender of the flag. In the past, if you just encounter a full-risk project, you may see this as a pleasant enjoyment (SLAM DUNK), may thank you for your relaxed project. We have also had such a reaction - how stupid response. There is no reason in the true sense, the project is destined to be a loser: While all risk, they are almost all, so although they are so simple, they still have not been implemented. Save yourself a little time and energy to do something that really valuable.
Don't do a risk-free project.
Risk and interests are always coming. A project is risky, because it takes you into unknown waters. This is the test of the limit of your ability. If you can reach the other side of success, it is enough to let your competitors crazy. In commercial competition, extend your ability to the opponent's goal, and you can't reach it. This is the most deadly blow. The risk is that the company has achieved competitive advantage and establishes a unique brand's non-method.
Take off the opportunity
If the company escapes the risk, only focus on the field of being able to grasp it, in fact, it is to give the market to the competitors. Some examples in the 1990s proved this. It is generally believed that two major events occurred in the IT industry in the 1990s:
1. A large number of companies turn the app and the database from the old "Host-Terminal" mode to the "Client / Server" mode.
2. A large number of enterprises have changed their way of work, with a brand new, before the incredible way to communicate with customers and suppliers: establishing an integrated supply chain, auction mechanism, and no intermediary transaction based on the Internet.
Regrettably, many companies just pay attention to the former, and ignored the latter. In their view, as long as the transformation to the client / server mode is completed, the rest is just a hand, even if you fall asleep. In fact, if you use the time in the 1990s to turn to the client / server mode, you are really sleeping - you missed the spindle big show.
Merrill Lynch is a good example. The company spent a lot of time and energy to examine the tendency of the so-called "online transaction" ... and decide to set it out. They pray sincerely "brokerage to provide a full service" era back back, let them reach customers and get rich from customers. And online direct transactions, in their view, but it is a slightly faded trend. What a poor hope (What a forlorn hope). Today, just like a full service gas station, the full service securities broker has also become a tomorrow. Today, Merlin has also begun to provide customers with online trading services and collect lower commissions. However, their pace is late for nearly ten years. Merrill has become the late "late recipient".
Fidelity, Schwab and E * Trade belong to "Early Acceptors". E * Trade (and companies similar to it) is an emerging enterprise, and the information wave has spawned them. In other words, even if the online transaction is really just a wave of popular trends, E * trade is not a bankruptcy, in addition to risk investment at startup, there will be no more losses. But Fidel and Jiaxin are different. They are named old-fashioned companies, and decision-making mistakes will bring huge losses. From this perspective, their situation is different from Merrill. However, Fidel and Jiaxin dare to take risks.
The IT staff of Fidel and Jiaxin must know the risk of this new adventure action. Which risks will they encounter when they begin to provide web-based online transactions early in the early 1990s? It takes only two minutes of mind storm that can list the following risks:
Ø Construction of such systems is completely exceeding our ability. We must learn new protocols, language and methods - such as HTML, Java, Perl, CGI, server logic, identity, secure web pages, and many other new technologies. Ø Support for system is completely exceeded in our existing capabilities. We must provide users' assistance, audit tracking, monitoring software, and system usage manuals - we have never done these things.
Ø The security risks of online transactions are daunting. We will be hacked and destroyed by the molecular attack, and we will also encounter organizational, premeditated online crimes, and even our own customers and employees may also attack the system.
Ø This work requires enough experience and talent, maybe we can't get such a talent.
Ø We may find that the online trading system does not bring us new customers, but we will suffer losses - if there is no online trading system, we can have higher commissions to these customers.
Ø We may find that people just try online transactions, and then return to phone transactions, making our investment have no effect.
Ø We may marry others: Online trading systems make existing customers habits this new trading mode, then put into the arms of their new taste competitors.
There is no doubt that Merrill is also clear about these risks. But Fidel and Jiaxin decided to reverse the risk, Merrill, chose to escape the risk. As a result, Fu Da and Jiaxin got a long-term development in the 1990s, and Merrill, despite their best, it was still inadvertently.
Today's world
We are in a giant change, it may subvert our entire lifestyle. It seems that the whole world is closely linked between all overnight. Broadband networks affect everyone: individuals with others, more closely related to the company, and service providers; the company and the customer and the employee, the market, and partners, and the contact between government agencies are more close. And all of this is still growing.
In this turmoil, the courage of the accommodation is crucial. In the past, we often say "efficiency is life", but this courage is even more important than efficiency. High efficiency - in the best situation - can only make your business become a matte-covered cake in the M & A market. And someone who mergers and acquires is likely to be less efficient, but they have stealing your gold mine's competitors.
"Risk escalator"
How to treat risks in today's environment? Writers, risk management experts Bob Charette proposed a new idea. He suggested that the reader looks into a set of escalators in their own enterprises and competitors. You have to struggle to the top of the escalator, and your competitors are also doing the same thing on their respective escalators. The faster the escalator is running, the faster you have to run, in order to keep yourself in the original position. If you stop, even if it is just a small meeting, you will fall in the wind. Of course, if you stop too long, you will fall to the bottom of the escalator and lose the qualifications of competition.
In the escalator in Chartte, new competitors enter from the middle of the escalator. In other words, if you fall, the new to compete will appear in front of you.
There is a lever at the top of each escalator that can be used to control the speed of all escalators. If you first reach the lever there, you will make you better than all competitors, so you can improve the speed of the escalator running, so that you will keep yourself at the top, and let the competitors can't keep up with your footsteps.
The "lever" to the escalator is risky. If you don't dare to take risks, the competitors will regard your thriving as a delicious delicious. In this era, talents who dare to take risks will win the return, and companies that escape the risk will only become a tacitor for competitors.
Ignore risk
Many companies seem to have understood the necessity of assigning risks, but sometimes they will tend to be a strange behavior: too emphasizing positive considerations, ignoring the risks may bring. This is the extreme of "I can do". Anyway, the risk consciousness contains "I can't do" idea, and this is what they don't like. In order to keep active progress, they did not hesitate to refuse to do any negative considerations. If there is anything likely to have problems, it may even make the entire project to beat it, the only measures they have to place it after it is. Now, no one will be stupid to ignore all the risks. Even when it is stupid, they will choose to ignore. Their typical ways are: carefully listed and analyze, monitor all the risks (that is, those risks they want to exclude in administrative means), single single ignore truly serious risks.
TDM: As a member of the Airlie Committee (a consultant group of the US Department of Defense, I sometimes monitor the government software procurement), I sometimes listen to some risk management reports. Once once, I am so interesting to see how the long-awaited project should deal with the risk of truly serious. The goal of that project is to replace some software systems with "millennium" problem, so if it cannot be delivered on time, it will lead to a disaster. Before this, I have heard that the amount of code that needs to be delivered is far exceeding the capacity of contractor - within a limited time, they can only complete 1/6 code amount. Obviously, the most severe risk of this project is that the project may not be delivered on time, and the government will have no viable alternatives.
When the project manager lists a "key risk" list, I am surprised to find: where there is no problem with the schedule. In fact, according to his assessment, the most important risk is "PC performance", and he is worried that there is not enough computing ability. "However, hey, don't worry about this," He said to us, "We already have a plan, just upgrade the machine configuration." I immediately understood: If you don't solve this risk plan, he will put it Also ignored.
Such risk management is probably hard to receive the effect. If you choose to be inverse risks, not escape risk, you have to open your eyes and look at the enemies they face.
