Risk impact management complements risk exposure management
Managing risk impacts is a common practice among risk practitioners. It is a recognized approach which, if used well, complements actions aimed at reducing the likelihood of occurrence of a risk. What is more disconcerting is finding out that risk impact management is all that is being done to manage risks.
Managing impacts is often easier than predicting occurrences
Quite often, managing impacts is the easier of the approaches. After all, managing the likelihood of occurrence requires us to consider, identify and establish controls related to risk root causes, in order to avoid risk occurrences to the best of our abilities. It truly requires the organisation to develop an in-depth understanding of the underlying dynamics of a risk. Given that risk management is not an easy subject to begin with, an upfront investment in deep risk analysis is quite often a hard sell in a lot of organisations.
To make the comparison to a common household situation: It’s far easier to have a band-aid ready than to take the time and educate your kids on the dangers of running around with scissors.
The erroneous assumption of risk impact management
There is, however, an erroneous and potentially quite lethal assumption underlying this relaxed primary focus on risk impact management. That assumption is that the anticipated impact will likely fall within a manageable bracket.
When we are managing the impact of a risk, the implicit assumption is that the management of the risk impact will immediately avoid any knock-on effects. Such an approach assumes you can predict the range of outcomes of the risk event occurrence as well as the speed and depth of knock-on effects with reasonable certainty.
Risks are the consequences of the assumptions we make
By this definition, your reliance on what may be faulty assumptions is inherently risky, and should be managed as well. Not only should you take in account that you need to manage not only the risk you want to manage, but all potential downstream risks as well. Let’s examine in a bit more detail why this is relevant.
- You may not be able to predict the impact of the event on downstream risks accurately: imagine you are managing the impact of a risk. Unless you can reduce the impact to a low enough level, the risk event may cause downstream, related risks to occur, hence creating a cascading effect. If you have no controls in place, you may have a significant problem even with your risk impact mitigation controls in place;
- You may not be able to predict the onset of the impact accurately: your risk mitigation actions are likely to be slightly delayed. Take a fire, for example. Before the smoke detectors go off, you already have a fire. Even if the fire extinguishers will go off, you will have some damage. This may be less relevant if the damage is to some replaceable asset, but it may be a disaster if for example you are protecting art;
- You may not have thought through the entire set of risks impacted downstream: your risk impact mitigation strategy should ideally extend to the risks directly downstream from the risk you are trying to manage. But what if you are not quite sure which risks will be impacted? What if you fail to identify a downstream risk that sets in motion a catastrophic set of events?
Sole reliance on risk impact mitigation activities may create a feeling of security that is not at all waranted. It pays to invest in carefully examining the interrelationships existing between the different risks in your risk universe, how they influence one another as well as the speed with which they can influence each other. In the back of your mind should be what is most mission critical to you, as this is what you would mainly be aiming to protect. Developing risk occurrence mitigation strategies for all risks impacting your mission critical elements is a wise decision for any risk manager.