ERM Tool: Anticipating Emerging Risks Linked to Shifting Government Policies
Government policies can change quickly and create emerging risks for organizations. This ERM tool provides a five-step approach to identify critical business drivers, assess policy exposures, develop response options and monitor government developments.
Government policies can change quickly and create emerging risks for organizations. This ERM tool provides a five-step approach to identify critical business drivers, assess policy exposures, develop response options and monitor government developments.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: NC State ERM Initiative
- Published: 09/10/2026
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Why it matters
A project management office is worth the decisions it makes possible, not the reports it produces. Once the PMO becomes the function chasing status updates, it has already lost: the team learns to fill in the template and the real information goes back to travelling through the corridors.
I read these things looking for where the risk sat before it became an incident. It was almost always already written in some register nobody reviewed, with an assigned owner who never found out they were one. A risk identified and not managed is worse than one never identified: it creates the false sense that there is control.
What usually goes wrong
The classic mistake is treating risk management as a deliverable of the planning phase. The matrix gets built, approved, filed. Nobody opens it again until closure, when it serves to document that the risk was foreseen — which is exactly the opposite of managing it.
What to watch
- Which risks are identified, who owns each one, and when they were last reviewed.
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
How I read this entry
The way I would bring this down to earth is by shrinking the size of the deliveries. An eighteen-month project with nothing visible before month twelve is a bet, not a plan. I would rather have six deliveries that stand on their own, even if the total takes a little longer, because each one corrects the course.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
