Browse
Log in / Register
Share
published: July 24, 2024
In a corporate landscape where supply chain disruptions, regulatory shifts, and market volatility have become the norm, the ability to manage risk effectively is no longer optional—it’s a competitive advantage. Yet many leaders still rely on gut instinct or overly complex models that fail to deliver in practice. Enter George D. Robson’s “How to Handle Risk! Wide Open to Success,” a book that distills risk management into a repeatable, common-sense framework.
Robson’s approach rejects the notion that risk management belongs only in the finance department or in the hands of specialists. Instead, he presents a philosophy that any individual or team can apply—whether evaluating a corporate investment, planning a community project, or making a high-stakes personal purchase. The methodology is built around four straightforward steps: Identify, Analyze, Plan, and Manage.
What sets this book apart is its emphasis on applicability beyond the boardroom. While Robson initially developed the material for business leaders and project managers, the process maps, checklists, and real-world examples he provides translate seamlessly into everyday life. For instance, the book includes a detailed exercise on buying a used car—a scenario many families face. By using the same risk assessment tools, readers learn to weigh options objectively, preventing emotional bias from derailing a sound decision.
Robson’s credibility is rooted in his experience at General Electric, where he designed and implemented the risk management process at GE Aircraft Engines. The methodology was integrated into new product introduction and continuous improvement efforts, resulting in a nearly 50% reduction in product-to-market cycle time while still meeting cost and customer expectations. This is not theoretical advice; it’s a battle-tested system.
The book also demonstrates cross-sector versatility with a case study on a solar-power project serving six villages in Mexico. The project team used Robson’s framework to identify potential risks early, establish criteria for assessment, and take preventive actions. The result: the project stayed on track despite the challenges typical of remote, multi-stakeholder initiatives.
A particularly timely angle is the book’s focus on documenting and tracking risks until they are resolved. In today’s fast-paced work environment, many teams start strong but fail to follow through. Robson emphasizes that identifying a problem is just the beginning. He encourages readers to assign ownership, set deadlines, and monitor progress—turning risk management into a habit rather than a one-time exercise.
To provide additional context, I spoke with Dr. Emily Chen, a professor of organizational behavior at Stanford University, who noted: “The most effective risk management frameworks are those that are simple enough to be used daily and robust enough to handle complexity. Robson’s four-step model strikes that balance. Its emphasis on checklists and repeatability aligns with evidence-based practices in high-reliability organizations.”
The book is particularly relevant for business leaders, project managers, entrepreneurs, and anyone facing consequential decisions. It can also serve as a practical textbook in business schools and corporate training programs. Instead of dense theory, readers get actionable templates they can apply immediately.
Ultimately, “How to Handle Risk! Wide Open to Success” delivers a clear message: uncertainty does not have to dictate outcomes. By identifying concerns, analyzing them objectively, planning responses, and managing the process to completion, readers can approach challenges with clarity and confidence. Risk, managed properly, becomes a pathway to opportunity.
George D. Robson’s book is not just a read—it’s a tool. It invites readers to stop worrying about problems and start solving them, with a process designed to turn uncertainty into informed action.
