Keeping up with technology is like trying to run in front of a train: you’ve got to be sure you can stay head of it. If you can’t, well, you know what will happen. The same is true with keeping in front of the barreling speed of technology: if you can’t stay ahead and rapidly adopt new tech, you’re going to be run over (or, more appropriately, passed over). This post by Ed Moyle of TechNewsWorld explains why the near-constant state of change in technology requires the most diligent and forward looking leadership to manage it. This comes as quite a challenge to traditional IT, as you can imagine. Risk management in particular is based off of process driven, methodical action. With the increased speed of change comes the need for a revolutionized speed of risk management. In the past, technology limited the speed of change (and thereby gave risk management a bit more time to work), but now technology is no longer limiting, but empowering. As Moyle goes on to explain, virtualization, for example, is a way that technology is speeding, rather than limiting: Consider virtualization as an example of changes to technology deployment. In a pre-virtualization world, the degree to which new platforms can be fielded is limited by barriers to deploying new physical hardware — often a lengthy process. As the organization adopts virtualization, requirements for physical infrastructure no longer limit the pace of deployment. Instead, limitations shift to storage and processing power of the hypervisors. So, essentially, the cyclical nature of the risk management process is no longer appropriate for the speed at which change is occurring. Moyle believes there are two ways that an organization can cope in two ways: adjust the frequency of evaluation and response, or movement towards a continuous model of risk analysis. The article goes on to explain how to enact these two possible solutions, as well as the risks and challenges associated with both.
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