Risk management for scaling startups (and how to do it)

Philippe-Petit-MAN-ON-WIREI ran a business planning workshop the other month with a group of early-stage businesses, all high flying brands with six figure revenues. I asked the group a simple question: “who here identifies, understands and manages risk within their business?” I was met with laughter. The answer was of course, no one. Startups and early-stage businesses don’t really do risk management. But managing risk within a business is essential because, as the saying goes, “shit happens”.

Here are a few common themes that I have observed about the consideration of risk in startups and early-stage businesses.

  • Risk management as a concept is more often than not simply not known about or understood. Risk management is absent because of ignorance rather than laziness. This is a good thing because it is very easy to learn and implement
  • Acknowledgement of risk is considered pessimistic and against the grain of a positive entrepreneurial attitude
  • There is just not enough time to think about risk, and anyway, what’s the point in planning for something that might not happen?

In response to these points:

  • I am yet to come across one successful, well managed business that does not manage both strategic and execution-related risks well and treat it as a core business discipline.
  • Shit does indeed happen. Keeping on top of risks means you can work proactively to avoid the risks materialising in the first place. However, should things go wrong, you are not caught with your pants completely down so to speak.
  • All businesses carry risks and any sophisticated investor (bank, angel, VC or otherwise) knows this. Demonstrating to such people that you understand risk (and how to manage it) will be considered a sign of significant strength, not weakness.

You can begin to manage risk in your business quite simply by first at least understanding it. Here’s how to make a start:

  • Schedule in a working lunch with your senior management team (or whole team depending on the size of your business)
  • Make it clear that attendance is expected
  • Have a whiteboard or flipchart ready and nominate a scribe – you can use it as a development opportunity for a less experienced team member
  • Facilitate an open conversation about all the things that could go wrong in your business and ask the scribe to capture them
  • Review the long list as a group and, amongst the group distill it down into a short list of your top 5 risks
  • For your top 5 risks, complete the table below: Risk Management

You have (started) to manage risk in your business. Be aware though that risk management only really works well if it is directed by the CEO and senior team and is developed culturally throughout a business.

Also be aware that any effective Board will want to be updated on risk and it’s the CEO’s job to do that. As you would too if it was your money at stake, investors want to know that all eventualities are covered when it comes to managing their hard-earned investment.

My name is Richard Hughes-Jones. I am a Coach, Consultant & Lecturer who works with entrepreneurs. My clients are CEOs and leadership teams of startup and scale up businesses. I am an Associate Lecturer at the London College of Fashion and retained Consultant to the Centre for Fashion Enterprise.

I previously gained over a decade's experience as a Deloitte management consultant and HM Treasury civil servant. My full profile is on LinkedIn and you can also find me on Twitter. If you'd like to receive my book reviews you can sign up below.