Go To Market Impact

Changemakers' De-Risk System for Impact -proven process to avoid common mistakes of new strategies

What is It?

The Changemakers De-Risk System for Impact℠ is a process to help organizations that are implementing new strategies to make a positive impact in the world.

It was designed to help leaders:

· Systematically uncover the hidden risks of their new strategy

· Develop a game plan to manage those risks

· More confidently lead others to take action and accomplish results.

WHAT IS DE-RISKING?

de-risk (action verb): to take intentional steps to systematically and objectively identify and manage risks in order to achieve a desired outcome or value, and enable you to lead with confidence

WHY DO I NEED TO DE-RISK?

Many organizations focused on achieving an important mission to improve the world -- companies and non-profits -- are dealing today with a myriad of impacts on their operations, funding, and market position. They must quickly come up with new strategies to adapt.

But even great strategies can fail if people are confused, skeptical or not aligned. The business impact can be delays and wasted costs. The human consequence can be significant stress and frustration for the leaders who are accountable for delivering results, as well as for those implementing or funding the effort.

The Changemakers De-Risk System for Impact℠ helps you and your team step back and systematically evaluate your new direction so that you can execute more effectively, lead more confidently to make a difference today and into the future.

HOW IT WORKS

The Changemakers De-Risk System for Impact℠ supports you and your team through three stages: Identify Risk, Prepare for Risk, and Steward Risk.

The system is based on six principals that serve as the foundation for evaluating and managing risks when an organization is taking a new direction in a dynamic environment. The system provides simple and intuitive tools and frameworks for applying each principal and avoiding common mistakes.

Best implemented as a team, you are able to objectively and systematically examine the key components of the changes you are making, evaluate where you may not be aligned or are missing key information, and then identify the biggest risks to your strategy and put in place a practical way to manage those risks responsibly and holistically over time.

HOW ARE YOU DOING NAVIGATING RISKS?

How you manage risks will directly affect the outcome of your strategy and the resilience of your organization. Take this self-assessment to understand where you stand!

Take the Changemakers' Self-Assessment for Navigating Risks

Principals of the Changemakers' De-RISk SYSTEM FOR IMPACT℠

Changemakers De-Risk System for Impact -a proven process to avoid common mistakes of a new strategy

RECONFIRM WHY AND WHY NOW

Many leaders make the mistake of putting all their focus on the solution, their new big idea: their WHAT. If you are not crystal clear about the problem you are solving, your WHY, you risk your team and partners getting confused, working based on different priorities, and unclear how to make decisions when they run into bumps down the road.

VALIDATE WHY YOU

Don't stumble answering the one question people will ask you when you launch your new big idea. Whether it is clients, funders, supporters, partners, or employees, people need to know what you bring uniquely to tackle this problem. If they are unclear about WHY YOU, they will take longer to make decisions, and you can spend a lot of energy without moving people forward.

CLARIFY WHO

Driving impact in the world is a team sport. Don't underestimate what it will take for people to be able to take action. Without clarity about who needs to take what action, and what they need to believe or understand to be able to act, your initiative will risk getting stalled. Build a plan to anticipate a diversity of people and diversity of thinking to be able to innovate as a team.

RE-THINK HOW

In a fast-changing environment, you need to adapt and pivot to accomplish your mission. ANd your solution will need to evolve. But as you do, you also risk making changes that can disrupt other aspects of your business model. Thinking through the implications upfront can avoid wasted cost, missed targets and frustration.

ANTICIPATE WHAT IF

You may have developed the perfect strategy. But once you execute, you will likely run into bumps down the road that can de-rail you or shifts that represent windows of opportunity you don't want to miss. A systematic plan to think through the risks, and how you would handle them, can keep you and your team alert, focused and moving forward instead of feeling worried or blindsided.

OPTIMIZE TO LEAD

Identifying risk is just the first step. But stewarding risk requires an intentional plan and an open culture of communication about risk and how you are addressing them. It also requires leadership. Optimizing to lead and manage risks enables you to sustain the impact you are striving to achieve.