Analysis on strategic risk, resilience and operating in complex environments — written for the people accountable for the outcome.
The decisive risks in an exploration programme are rarely discovered in the field. They are embedded at the point of approval — in assumptions about access, social context, contracting and timelines that were never stress-tested.
Request this perspectiveCountry risk ratings tell executives very little about a specific asset. What matters is the distance between national narrative and local operating reality.
Request this perspectiveA continuity plan that satisfies an auditor and a continuity capability that survives a disruption are two different assets. Most organizations own only the first.
Request this perspectiveIntelligence has value only when it is tied to a decision, a deadline and an owner. Everything else is expensive situational awareness.
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