Businesses need better risk management to fend off cyberattacks
Risks are growing at a time when companies rely more than ever on vendors for cybersecurity, according to a Grant Thornton report.
Risks are growing at a time when companies rely more than ever on vendors for cybersecurity, according to a Grant Thornton report.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: CIO Dive
- Published: 14/10/2026
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Why it matters
In project management, nearly everything discussed as a technical problem is really a problem of expectations badly negotiated at the start. Scope, time and cost were agreed at a moment when nobody had enough information, and afterwards nobody wanted to reopen the conversation.
I read these things looking for where the risk sat before it became an incident. It was almost always already written in some register nobody reviewed, with an assigned owner who never found out they were one. A risk identified and not managed is worse than one never identified: it creates the false sense that there is control.
What usually goes wrong
The classic mistake is treating risk management as a deliverable of the planning phase. The matrix gets built, approved, filed. Nobody opens it again until closure, when it serves to document that the risk was foreseen — which is exactly the opposite of managing it.
What to watch
- Who the sponsor is and how often they actually show up — not on the org chart, in the calendar.
- Whether the status report shows any red projects: an all-green portfolio is a portfolio without information.
- Which risks are identified, who owns each one, and when they were last reviewed.
How I read this entry
The way I would bring this down to earth is by shrinking the size of the deliveries. An eighteen-month project with nothing visible before month twelve is a bet, not a plan. I would rather have six deliveries that stand on their own, even if the total takes a little longer, because each one corrects the course.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
