It seems that the MRA4 project was bludgeoned forward long past the point when it should have been very critically reviewed, and perhaps curtailed altogether. This would be a very difficult decision in any organisation, public sector or commercial. That the people responsible are still in decision making positions is worrying. We can only hope that lessons were learned.
The point about Risk Management in industry and commerce is that it is viewed from a slightly different perspective. Negativity is not well received but risk is viewed as a potential differentiator that, properly identified and managed, it may allow your company to achieve something that your competitors cannot. So as well as identifying the red lines, it is also seen as an opportunity for competitive advantage. The systems are not perfect - there can still be check-box mentality, where the completion of the risk form is more important than managing and addressing the issues identified. And not always are the issues the same as those inherent in military scenarios. However, risk is specifically discussed by the boards of major corporations at the strategic level, informed by the risk management assessments and their own knowledge.
This does not mean that all risk is avoided or mitigated, and some marginal decisions are driven through by MD or Board decisions. If no risks are taken, nothing is ever achieved, but the final decision is taken at executive level.
But HH may have a point here in that where there is no competition, and you have just one shot, it is a bit different. If the MPA updating project had been competitively bid, the risks and costs of the alternatives might just have resulted in a better procurement. It is probably a good example of why supporting a home market with the best of intentions or political reasons, can sometimes result in the worst of all worlds.
LF
Last edited by Lowe Flieger; 13th Dec 2012 at 14:57.