Capability EnginesGavin Halling
In my last posting I underpinned the need for executive support for risk management. Earlier this year I came across some great research undertaken by Drs Jon Whitty and Stephen Duffield (from USQ – University of Southern Queensland). They refer to their research as the SyLLK (Systemic Lessons Learned Knowledge) model. They also describe this as a capability engine which seems preferable as it is more self-descriptive. They concluded that there were six enablers needed for any organisation to undertake work well.
Their findings have significant implications on what an organisation needs for a “well oiled” capability engine such as an integrated project risk management system. The six enablers are: Learning, Culture, Social, Technology, Process and Infrastructure. These may be broken down to components specific to the capability engine that is under consideration. The brochure at the end of this insight outlines what is required for an integrated project risk management system.
Some enablers may be provided from outside an organisation. So, for risk management, consultants can provide Learning, Process and to some extent Social. Consultants with software are also able to help with Technology and Infrastructure. However, one enabler which resides completely within an organisation’s control is Culture and that needs leadership (normally from the executive). This is quite a headline as it also explains why, when an organisation has a capability engine that is working well, it can all be brought to a halt when there is a leadership change. What is your experience? Have you seen this type of engine seizure?