When project and investment financial risk is unclear, people default to protecting their own function. Managers are promoted for competence and then judged on financial risk, which nobody trained them for. The programme works equally well for those formalising the practice within organisational leadership for the first time and those improving an existing approach. What blocks progress on project and investment financial risk is usually unclear ownership rather than unclear intent. They acquire practical criteria for judging when the organisational leadership capability is working and when it is only appearing to. Applied research in organisational leadership consistently shows that early structure around financial risk reduces downstream rework. Work is grounded in real cases drawn from project and investment financial risk, which each participant adapts to conditions in their own organisation. It treats financial risk as an operating discipline and equips participants to run it as one. Participants finish with a short, specific brief on the practice within organisational leadership ready to put in front of a decision maker.
Expected Learning Outcomes
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Read the informal dynamics that determine whether project and investment financial risk actually moves.
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Document decisions about financial risk in a form that remains useful after the people change.
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Translate project and investment financial risk into objectives each person can see themselves in.
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Align financial risk with the wider objectives of the management team rather than optimising it in isolation.
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Anticipate the objections that project and investment financial risk will attract internally and answer them in advance.
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Set direction on financial risk that people can act on without further interpretation.
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Judge when to escalate project and investment financial risk and when to absorb it.
Who Should Attend
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Newly promoted managers taking on project and investment financial risk for the first time.
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High-potential staff being prepared for wider responsibility for financial risk.
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Analysts producing the data on which decisions about project and investment financial risk rest.
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Department heads and senior managers accountable for financial risk.
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Team leaders responsible for daily delivery of project and investment financial risk.
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Procurement and contracting staff whose agreements set obligations around financial risk.
Course Modules
Open any module to see its sessions and topics.
01
Project and investment financial risk: influence across functions you do not control
2 sessions · 8 points
Session 1The decisions in project and investment financial risk that cannot be delegated
Identify the data already collected that bears on project and investment financial risk.
Write down the assumptions underpinning the approach to financial risk.
Set the decision rights on project and investment financial risk: who decides, who is consulted, who is told.
Plan the sequence in which improvements to financial risk will be introduced.
Session 2What to measure in financial risk and what to ignore
Ask the team what they think is wrong with the plan for project and investment financial risk.
Decide what you will delegate on financial risk and what you will not, and say why.
Compare the cost of project and investment financial risk with the cost of its absence.
Set the review interval for financial risk and who attends.
02
Financial risk: delegation, trust and accountability
2 sessions · 8 points
Session 1Reading the room before proposing financial risk
Assess the workload project and investment financial risk adds and what you will remove to make room.
Agree what will be standardised in financial risk and what will not.
Review a past decision on project and investment financial risk and state honestly what you would change.
Set the review point at which financial risk will be reconsidered.
Session 2Moving financial risk from approval to execution
Identify which function can quietly block project and investment financial risk and address it directly.
Reduce the variation in how financial risk is carried out between teams.
Confirm that the people affected by project and investment financial risk heard it from you first.
Establish the boundary of financial risk and record what sits outside it.
