Stop making lists, start steering: The power of the Risk Spider and BRICK planning in Chain Portfolio Management

Within the complex dynamics of the criminal justice chain and the various portfolios that are managed, the traditional, linear risk lists are simply no longer sufficient. If we really want to be effective, we need to transform risk management at chain level from a reactive task to a proactive instrument for administrative control. Two methods that make the difference in this are the Risk Spider and the BRICK planning.

The Risk Spider: Getting a Grip on Complexity

In a complex environment, risks rarely have a simple cause-and-effect relationship. The Risk Spider goes beyond the linear chain and visualizes the many-to-many relationships between different causes, events, and the ultimate consequences.

The core of this approach?

• Centralization: We always focus on the specific risk event.
  

• Sharp Analysis: We make a fundamental distinction: the probability of a risk is determined by the analysis of the causes, while the impact is determined purely by the analysis of the consequences.
  

• Looking ahead: The aim is to map out the entire 'web of uncertainties', so that we as directors are no longer surprised by secondary effects outside the direct line.
  

BRICK planning: From "Planning" to "Managing on Risks"

Where the Risk Spider goes into depth on the analysis, the BRICK planning focuses on the robustness of our execution. The philosophy here is simple: build a schedule with built-in risk storage and define scenarios in advance for proactive decision-making.

We work with four clear building blocks (bricks):

1. BRICK A (The Basic Planning): The optimistic planning without any setbacks.
   

2. BRICK B (Built-in Slack): Space for those small, unforeseen delays that don't immediately jeopardize project goals.
   

3. BRICK C (Mitigated Risk): The revised end date for the scenario where known risks occur, but our mitigation actions are successful.
   

4. BRICK D (the "Disaster" Scenario): The worst-case scenario where risks become fully materialized and mitigation fails.
   

Why this is crucial for chain portfolio management in the criminal justice chain.

By using these methods, we no longer act reactively when a risk or deviation unexpectedly occurs. Instead, we make informed decisions based on predefined scenarios and a deep understanding of the interdependencies of risks.

This provides the stability and predictability that are essential for successful management within the chain. Let's no longer see risk management as a 'must', but as the compass for our strategic course.