Risk can hide inside assumptions that feel certain
Risk is not only delays, defects, or running out of money. A project depended on a key that everyone expected to stay available, so no one questioned it or put it on a risk list.
When supply became tight, earlier choices about s, design, pricing, and launch plans became hard to change. The was not the deepest problem.
The deeper problem was that months of decisions had been built on an assumption that had never been tested. In , risk management is not only about handling known problems; it is also about spotting the things that feel so certain that people stop treating them as risks.
Key points
- Risk can come from , not just visible problems.
- The project depended on a key that no one questioned.
- A supply problem made s, design, pricing, and launch plans harder to change.
- The real issue was building many decisions on an untested assumption.
- Small owners should review the things they have started treating as certain.