pcl case study
Deliberate Risk Type Knowledge is Power Mark is a Lead Auditor for occupational safety management systems within the petroleum industry. Previously, he has worked in the oil and gas industry, and in the last fifteen years he has had particular responsibility for areas of due diligence, compliance and health and safety. He describes risk as being a fact of life in the oil and gas industry but that competitive advantage can be gained by recognising the potential of risk and how best to mitigate it. He describes himself as not being fearful about risk but rather finding ways to mitigate it to make the business more profitable.
Whilst Mark enjoys change and continuous improvements, he can be frustrated by colleagues who are more process oriented and prefer to do things the way they have always been done. Mark is much more likely to question established procedures and to welcome new, more effective ways of doing things. For example, he was working on a particular project to launch a new product that would require regulatory change to put into effect. He was not put off by this potential impediment although some of his colleagues were more resistant. In the end, he succeeded in getting sponsorship to drive a change to the regulation and legislation that the business would normally see as impractical and that would take too long to achieve. Because of his credibility outside the company he was able to achieve this in a relatively short time. Mark is aware, though, that there are other people who take far more risks than he does. For example, he describes the marketing team at his organisation as being more aggressive risk takers than he is, he feels they don’t know enough about the risks they are taking and so aren’t worried by them. He feels that knowledge is power, not in terms of control or status, but because it leads to better decisions.
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