Risk and Resilience
Assumptions Are Strategic Dependencies Before They Become Risks
How leaders can turn critical assumptions about people, funding, regulation, infrastructure and demand into governed strategic dependencies.
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Strategy and Foresight
What Kind of Work Were These Instruments Built For?
Delivery governance instruments were designed for large, physical, contract-heavy programs. They still carry those assumptions into work that shares none of them.
Leadership and Decision-Making
What Must Be True: The Assumptions Register as a Strategy Instrument
Every strategy rests on beliefs nobody has verified. Most organisations record them once in an appendix, then never look at them again until something fails.
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