Working in Partnership with Organisations and IT Professionals to Help You Deliver
Your Goals

1. Stabilise and streamline the risk management function within the Technology and Operations Directorate.
2. Address and triage outstanding risks, ensuring each was evaluated and received appropriate action.
3. Facilitate ongoing risk assessment and management training for cross-functional stakeholders to foster a robust organisational risk culture.
4. Enhance transparency through reporting and dashboard tools, promoting visibility and accountability across all levels.

Given the maturity of the Central Government Department’s risk management framework, our risk manager specialist from Certes was able to be deployed within 11 days. Their primary role was stakeholder management and cross-functional alignment, and working with senior stakeholders across departments, such as Engineering, Finance, and HR. They ensured risk management practices aligned with the directorate’s standards. This included:

• Stakeholder Communication: engaged with leaders in key departments to adapt their existing risk processes, emphasising the importance of consistent practices across all functions.

• Risk Community Leadership: By acting as a liaison between Technology and Operations and other units, they helped Technology and Operations become a “beacon of risk management,” modelling effective strategies for the broader organisation.

They focused on both tactical and strategic roles, balancing “firefighting” tasks to address the backlog with longer-term initiatives aimed at sustainable improvements:

• Immediate Risk Mitigation:By assessing and prioritising risks, the risk manager worked to clear the backlog, ensuring each risk was either resolved or mitigated with actionable plans.
• Process Refinement:Leveraging existing tools, the risk manager modified workflows to streamline risk evaluation and monitoring processes, making them more efficient and accessible across the organisation.

The risk manager developed a risk management dashboard as a “front door” to risk activities, visible to all Central Government Department stakeholders. This dashboard was essential in:

• Executive-Level Reporting: Providing a clear, aggregated view of risks for the Senior Leadership Team (SLT), increasing visibility and empowering swift decision-making.

• Organisational Access: The dashboard allowed any employee—from senior executives to infrastructure staff—to view current risk metrics, promoting transparency and encouraging a culture of proactive risk identification and reporting.

The risk manager introduced Agile elements into the risk review process:

• Regular Risk Review Cycles: Biweekly and monthly review sessions ensured risks were tracked in real time and that responsible parties were accountable for their respective action items.

• Fail Fast, Learn Fast Mindset:Emphasising quick identification, evaluation, and adjustment of risk responses, the risk manager fostered an environment where risks could be raised and addressed promptly.

Immediate Impact:
The consultant’s efforts allowed the Central Government Department to regain control over its risk backlog, transforming Technology and Operations into a leader in risk management within the agency. This was achieved without requiring new tools, as the consultant’s process enhancements leveraged existing systems more effectively, demonstrating the power of refining operational efficiencies over introducing new technologies.

Organisational Buy-In and Cultural Shift:
The improved dashboard and the consultant’s stakeholder engagement strategy promoted a strong risk-aware culture, making risk management an accessible, organisation-wide priority rather than an isolated function within Technology and Operations.

Preparation for Long-Term Improvement:
The consultant’s tenure set the foundation for long-term improvements in the Central Government Department’s risk management capabilities. By focusing on transparency, regular evaluations, and scalable processes, they equipped the Central Government Department to handle their ongoing needs autonomously.

This project underscored the effectiveness of targeted support in stabilising critical organisational functions under resource constraints. By engaging a strategic partner like Certes and an experienced contractor, the Central Government Department was able to leverage existing tools and resources to make impactful, sustainable improvements. This work has not only brought immediate benefits but has also positioned the Central Government Department to continue evolving its risk management practices in the coming years, with a reinforced framework and a proactive, engaged workforce.