『RiskMasters | Trailblazing Risk Leadership』のカバーアート

RiskMasters | Trailblazing Risk Leadership

RiskMasters | Trailblazing Risk Leadership

著者： Julien Haye | Strategic Risk Leadership Expert | Author of The Risk Within
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10月19日まで。※適用条件あり
Join Julien Haye, Chief Risk Officer and author of The Risk Within, a groundbreaking book on psychological safety and decision-making in risk management, for insights on risk management from leaders and board directors. RiskMasters is the CPD-accredited podcast for risk managers and business leaders navigating strategic risk, enterprise risk and leadership challenges. The show explores how senior executives build strong business foresight and lead with purpose. In collaboration with Risk.net, each episode delivers thought-provoking conversations on leadership, resilience, and governance.Julien Haye | Strategic Risk Leadership Expert | Author of The Risk Within マネジメント マネジメント・リーダーシップ 経済学
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  • Learning to Fail Fast: Decision-Making Under Uncertainty with Angela McConville

    Learning to Fail Fast: Decision-Making Under Uncertainty with Angela McConville
    2026/10/17

    How can leaders make better decisions when information is incomplete and circumstances keep changing?

    In this RiskMasters — The Download, Angela McConville, former Chief Executive of the National Childbirth Trust (NCT), explores why organisational resilience depends on the ability to experiment, learn quickly and adapt without waiting for certainty.

    Drawing on NCT's experience of transformation, Angela explains how the organisation adopted a test-and-learn approach, using small, low-cost experiments to explore opportunities before committing significant resources.

    A particularly revealing example concerns an initiative that failed within just 10 to 15 days. Rather than treating the outcome as a setback, the leadership team celebrated what they had learned and moved on.

    The distinction is important. Learning from failure does not mean accepting uncontrolled risk. It means creating opportunities to test assumptions, contain potential losses and make better-informed decisions.

    For charities and other organisations operating under financial and operational pressure, this approach offers an alternative to lengthy transformation programmes that may struggle to keep pace with changing circumstances.

    In this extract:

    • Why leaders must become comfortable making decisions with imperfect information

    • How small experiments can reduce uncertainty before significant resources are committed

    • Why speed of learning can matter more than speed of execution

    • How celebrating contained failures can strengthen organisational culture

    • Why a test-and-learn mindset supports organisational resilience and continuous adaptation

    This extract comes from my CPD-accredited RiskMasters conversation with Angela McConville, When Mission Meets Reality: Resilience and Leadership in a Transforming Charity.

    🎧 Listen to the full episode of RiskMasters for the complete conversation on charity leadership, organisational transformation, decision-making and resilience.
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    4 分
  • When Mission Meets Reality: Resilience and Leadership in a Transforming Charity with Angela McConville

    When Mission Meets Reality: Resilience and Leadership in a Transforming Charity with Angela McConville
    2026/10/10
    In this CPD episode of the RiskMasters Podcast, I speak with Angela McConville, formerly Chief Executive of the National Childbirth Trust (NCT), about leadership, organisational resilience and transformation in one of the UK's largest charities.Angela joined NCT just ten weeks before the Covid-19 pandemic fundamentally disrupted how the organisation supported parents. Overnight, a charity built around bringing expectant parents together in local communities had to rethink how it delivered its services, maintained financial sustainability and continued fulfilling its mission.We also discuss balancing mission with financial sustainability, leading distributed workforces, navigating increasing regulatory expectations and collaborating across organisational boundaries to deliver greater social impact.🎯 What You Will LearnBy listening to this episode, you'll gain practical insights into:Building organisational resilience through leadership rather than crisis response.Challenging assumptions that have become embedded within successful organisations.Using experimentation and rapid learning to improve strategic decision-making.Creating cultures where curiosity is encouraged and learning is celebrated.Recognising emerging risks before they become measurable.Balancing governance, regulation and organisational agility.Empowering distributed teams while maintaining effective oversight.Using collaboration as a strategic capability rather than simply a partnership model.Reinventing an organisation without compromising its purpose.🕒 Episode Highlights00:00 – When resilience becomes a leadership challenge Angela reflects on joining NCT just weeks before the Covid-19 pandemic and leading an organisation through immediate disruption.04:00 – Protecting the mission, not the operating modelWhy organisations must distinguish between their purpose and the way they currently deliver it.08:00 – Learning faster than circumstances changeHow experimentation, rapid learning and celebrating small failures strengthen organisational resilience.14:00 – Understanding changing customer needsWhy successful organisations continually challenge their assumptions about the people they serve.18:00 – Why leaders should communicate purpose, not simply processHelping people understand why change matters rather than overwhelming them with operational detail.22:00 – Structured and unstructured listeningHow organisational awareness develops through formal governance and everyday conversations.27:00 – Weak signals and emerging strategic risksRecognising patterns before they become measurable issues, illustrated through NCT's experience of identifying birth trauma as an emerging national concern.34:00 – Enabling rather than controllingWhy resilient organisations empower frontline teams rather than centralising decision-making.39:00 – Collaboration as a resilience capabilityHow working across organisational boundaries can amplify both influence and social impact.43:00 – Reinvention and the future of leadershipWhy resilience ultimately depends upon continually rethinking how organisations fulfil their mission.👤 About Angela McConvilleAngela McConville was at the time of the interview Chief Executive of the National Childbirth Trust (NCT), one of the UK's largest parenting charities supporting families through pregnancy, birth and early parenthood.Her leadership spans charity governance, organisational transformation, strategic leadership, operational resilience, service innovation and collaboration, with a strong focus on creating organisations that learn, adapt and continue delivering lasting social impact.📚 Related ResourcesWhen Governance Comes Too Late: A Charity Risk Case StudyGovernance in Charities and Non-Profit OrganisationsA Guide to Assessing Risk Maturity for Non-Profit Organisations and Charities🎓 Download your CPD certificate:https://thecpd.group/p/PSWG4GA
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    43 分
  • Resolving Uncertainty in Decision Making

    Resolving Uncertainty in Decision Making
    2026/10/03

    What happens when the assumptions behind an important decision change?

    In this RiskMasters — The Download, Grant Purdy explores why decision-making is fundamentally about resolving uncertainty and why organisations need to understand the assumptions on which their decisions depend.

    Drawing on the work he developed with the late Roger Estall, Grant explains how good decisions begin with clarity about organisational purpose, the opportunity being considered and the outcomes being sought.

    But a particularly important part of the discussion concerns assumptions.

    Every decision rests on assumptions about the organisation and the world around it. Yet Grant observes that boards and executive teams rarely record those assumptions explicitly.

    That creates a practical governance problem. If the assumptions behind a decision are not visible, how can leaders recognise when circumstances have changed enough to reconsider it?

    The objective is not perfect certainty. Grant argues that decision-makers instead need to reach “sufficient certainty” to exercise judgement and act.

    In this extract:

    • Why decision-making involves resolving uncertainty
    • The importance of purpose and desired outcomes
    • Why every important decision rests on assumptions
    • What Grant means by “sufficient certainty”
    • Why boards should make assumptions explicit
    • How changing assumptions can signal that a decision needs to be revisited

    This extract comes from my CPD-accredited RiskMasters conversation with Grant Purdy on ISO 31000, risk management, uncertainty and better decision-making.

    🎧 Listen to the full episode of RiskMasters for the complete conversation.
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    6 分
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