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Unleash the Power of Adhocracy in the Face of Emergency Risks

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Unleash the Power of Adhocracy in the Face of Emergency Risks ISSUE 134 BOARD PERSPECTIVES: Risk Oversight UNLEASH THE POWER OF ADHOCRACY IN THE FACE OF EMERGING RISKS Emerging risks are newly developing risks that cannot yet be fully assessed but could, in the future, affect the viability of an organisation’s strategy and business model. A risk-savvy culture sometimes needs an informal adhocracy to identify emerging risks in a timely manner. When the National Association of Corporate Most organisations apply their risk Directors (NACD) published its Report of assessment process periodically. But as the NACD Blue Ribbon Commission® — Risk everyone has learned during the pandemic, Governance: Balancing Risk and Reward in change never ceases. With risk by nature 2009, it recommended 10 timeless principles being disruptive, new developments often to assist boards in strengthening their arise in between periodic risk assessments. risk oversight process. One principle was: “Consider emerging and interrelated risks: Key Considerations What’s around the next corner?” The NACD report noted that boards need to “look Enter adhocracy. The term “adhocracy” forward to understand elements in the has evolved to describe an organisational environment — macroeconomic, political, approach that cuts across normal bureaucratic technological, demographic, climatic/ lines to capture opportunities, solve problems 2 environmental — that may impact the and get results. An adhocracy structure conduct and effectiveness of the business in is flexible, adaptable and open to fresh the future.”1 perspectives on the business environment. 1 Report of the NACD Blue Ribbon Commission® — Risk Governance: Balancing Risk and Reward, National Association of Corporate Directors, October 2009, Chapter 4, pages 14-19. 2 Adhocracy: The Power to Change, Robert H. Waterman, 1990. Timely identification of emerging risks between Encourage a cross-functional, cross-unit scheduled risk assessments may depend perspective to circumvent new risks. In large more on adhocracy than traditional, formal organisations with different operating units, it is processes because these risks are anticipatory important to understand how support functions in nature and are often issues that are not and units interact with each other and with on management’s radar. Ad hoc activities outside parties. Ad hoc sessions should embrace a supplement established risk management cross-functional, cross-unit view. For example: processes and can lend themselves well to the • Is procurement operating independently fluid world of emerging risks. of research and development (R&D), design Smaller organisations usually find adhocracy engineering, and finance in the pursuit easier to implement than larger ones, thanks to of functional excellence? If so, significant less bureaucracy and hierarchy. But regardless exposure to excess and obsolete inventory of the company’s size, management must can emerge. foster a risk-savvy culture that facilitates the • Do two or more operating units sell to the same recognition and communication of emerging customers? If so, customer concentrations risks up, down and across the enterprise so should be monitored on a consolidated basis, that critical and creative thinking can flourish. not just for individual units. Below are six suggestions on how management can work toward such a culture and, in doing so, • Do multiple units source from the same inform the board’s risk oversight. supplier? If so, is business continuity risk exposure monitored over time on an Conduct brainstorming sessions. Brainstorming enterprisewide basis? If not, how should is one of the most commonly applied expressions that be done? of adhocracy. It brings the right people together to focus on one or more issues of mutual interest. Keep it fresh. While emerging risks may be The Latin phrase “ad hoc” translates as “for identified through established committees, this,” meaning “for this special purpose” monitoring processes and forward-looking (e.g., to identify emerging risks). While these key risk indicators, a constantly changing activities may be carried out through a formal business environment necessitates shaking management risk (or other “ad hoc”) committee, things up to encourage people to think out of the they may also be spontaneous, unplanned box. To illustrate: knowledge-sharing sessions to ascertain • Providing the latest information on market whether changes have occurred internally or developments — perhaps sourced from externally that warrant closer attention. the organisation’s various intelligence- Executives at one Fortune 500 company gathering functions — grounds the dialogue describe these activities as “taking a pause” in business realities, keeps the assessment to discuss risks to the business, particularly evergreen and can elicit new insights into enterprise risks that present obstacles to possible emerging risks. achieving the organisation’s objectives. • To overcome undue influence from the Brainstorming may focus on identifying blinders of cognitive bias, ad hoc (and formal) extreme but plausible risk scenarios, such as assessments should encourage dissenting a pandemic similar to COVID-19, a precipitous points of view, ensure that all views are heard economic decline, an unexpected spike in (and considered) from the right sources, and interest rates or signals of impending change stimulate creative and divergent thinking. in the regulatory climate in key markets. This may mean holding back the smartest and most senior people in the room. protiviti.com Board Perspectives: Risk Oversight · 2 • Giving license to longer-term thinking can sees coming — these “gray rhinos”5 can be just unleash dialogue that results in envisioning as threatening if they are disregarded until it is very different risks to the business. The World too late. Some examples include the bursting of Economic Forum uses a 10-year horizon when the housing bubble in 2008, the impact of digital conducting its annual risk study. Considering technologies on business models and the effects risks over a longer horizon is often a key of an airborne virus pandemic such as COVID-19. distinction between organisations actively Expect the board to play a part in recognising working toward alleviating sustainability emerging risks. Boards should be resourceful risk, for example, and those who give lip in considering external sources for insights on service to such issues due to short-termism. key topics. These sources may include industry Pay attention to execution of the strategy. The developments, technological advances, 2009 NACD report suggests that boards focus on investor feedback, benchmarking against the risk of management failing to execute the competitors and changes in the regulatory strategy either due to unwillingness or lack of environment. As there is no formal playbook capabilities. A more recent NACD survey noted for the board to follow when taking this that nearly 70% of directors believe that their initiative, such a collective effort amounts to boards must strengthen their understanding of adhocracy at its finest. the risks and opportunities affecting company The 2009 NACD report states that the board performance.3 is positioned to provide a value-added The organisation’s monitoring of performance perspective on emerging risks because it is should not be limited to the traditional “inherently less insular than a management retrospective metrics that “keep score” against team might be on [an] issue.” This perspective quality, cost, time, innovation, customer loyalty is fostered by strong board dynamics in which and employee satisfaction targets. Such metrics directors engage senior management openly should be supplemented with anticipatory and collaboratively, retaining an independent and forward-looking indicators and trending mindset on the shareholders’ behalf. metrics linked to the most critical risks to In summary, the board should foster a risk- executing the strategy. savvy culture that encourages management to Watch out for “gray rhinos.” In 2018, NACD look out far enough, monitor what matters both issued a report on board oversight of disruptive internally and externally, and devote efforts risks and the importance of adaptive governance to assess the implications of change on the as a framework for overseeing such risks.4 business. Effective adhocracy supports this Management should assess the velocity and culture by augmenting the formal processes persistence of significant risk events and the management has put in place. Employees who organisation’s response readiness. are risk-aware and prone to visualising the big enterprisewide picture should be empowered to Ad hoc sessions should carefully consider take the initiative to “connect the dots” when possible disruptive risk events that are high new developments emerge, determine whether impact, high velocity and high persistence so the entity’s risk profile has been altered in a that focused efforts are undertaken to develop significant way, and recommend to decision- and improve response plans. Apart from the makers the best approach to capitalise on market so-called “black swans” — the risks that no one opportunities and address emerging risks. 3 The 2019 Governance Outlook: Projections on Emerging Board Matters, NACD, 2018: www.nacdonline.org/analytics/survey.cfm?ItemNumber=64105. 4 Report of the NACD Blue Ribbon Commission® on Adaptive Governance: Board Oversight of Disruptive Risks, NACD, 2018: http://boardleadership.nacdonline.org/Disruptive- Risk-DB.html. 5 The Gray Rhino: How to Recognise
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