鼓勵對潛在的風險做公開討論

對於一些可以預防的風險，例如員工的錯誤行動或是既定的作業程序，你可以控制與預防。你可以設定規則以及標準測試工具來作加強防範。

但是，規則通常無法防範策略性或是外部來的風險。你沒有多少力量來應付這種危機的出現。

要應對這樣的危機，你可以鼓勵管理幹部來做公開的討論，讓領導管理者能夠預見潛在的風險，並討論如何做出防範與應變計劃。

Encourage open discussion of potential risks

You can control and prevent some preventable risks, such as an employee's erroneous action or an established operating procedure. You can set rules and standard test tools to take precautions.

However, rules are often unable to guard against strategic or external risks. You don't have much power to cope with the crisis.

To cope with such a crisis, you can encourage management cadres to make public discussions, so that leaders and managers can foresee potential risks and discuss how to make precautions and contingency plans.

與其要避免發生風險，不如做好準備

如今無論大小企業，都開始有風險意識。並且在許多企業中陸續都成立風險管理部門或是小組，他們負責評估風險可能發生的原因，加以分類，並建立起防範風險發生的各種系統與機制。但是，事實是你永遠無法實際預測並有效阻止災難風險的發生。 

與其花精力去阻擋風險的發生，不如強化你的組織體質，做好對難以想像的事件發生的抵抗力。檢視各種你可能會遇到的風險，將你的組織作業機制以及人員的反應能力，針對性的修正好，這樣可以在風險真正發生時節省你有價值的時間、金錢以及資源。

It is better to be prepared than to avoid risk

Today, no matter the size and size of the enterprise, it begins to have a sense of risk. And in many enterprises, risk management departments or groups have been established. They are responsible for assessing the possible causes of risks, classifying them, and establishing various systems and mechanisms to prevent risks. However, the fact is that you can never actually predict and effectively prevent disaster risk.

Instead of taking the energy to stop the risk, it is better to strengthen your organization and do a good job of resistance to unimaginable events. Look at all kinds of risks that you may encounter, make your organizational operation mechanism and personnel's response capabilities targeted, so that you can save valuable time, money and resources when risks really happen.

考慮在你事業經營上的風險

一個好的事業經營案例會提出這樣的問題：“如果我們採取這樣的行動，會發生什麼？”但是，並非任何事情都會依據計劃來發生的。

你不但要確保你所考慮到的風險，並且要考慮到萬一你做錯了假設時仍然能夠守住的價值。

多數人會關注在一些風險上，例如：萬一供應商不能準時交貨？萬一原物料的成本漲到天價的高？萬一你不能準時發表新產品？等等。

但是，你也要同時考慮到一些機會面，例如：你如何能夠從投資上獲得較高的回報或是較快的回收？你能否較快完成項目？你能夠建立起最佳的團隊嗎？

考慮好每一項假設，以及它可能會如何產生變化。

Consider the risks in your business operation

A good business case raises the question, "What happens if we do this?" But not everything will happen according to plan.

Not only do you have to make sure you take into account the risks, but you also have to take into account the value you can hold on to in case you make a wrong assumption.

Most people will be concerned about some risks, for example, in case suppliers fail to deliver on time. Should the cost of raw materials rise to a high price? What if you can't publish new products on time? Wait.

But you also have to consider opportunities, such as how can you get a higher return on your investment or a faster return on it? Can you finish the project sooner? Can you build the best team?

Consider every hypothesis and how it might change.