Surface the full range of structural risks across the business, so nothing significant stays hidden until it fails.
Inventory the risks across every category. Aim for completeness over comfort, including the risks you would rather not think about. The ones that end businesses are usually the ones nobody wrote down.
| Risk category | The specific risks here |
|---|---|
| Key-person (knowledge, relationships, capability) | |
| Revenue and customer concentration | |
| Supplier and input dependency | |
| Operational and system single points of failure | |
| Financial fragility | |
| External threats (market, regulatory, and so on) |
Carry the list into the Risk Assessment Matrix. At Step 5 of the guide, revisit this as the business grows, because new dependencies and concentrations form constantly, and a risk picture built once becomes a snapshot of yesterday's fragility.
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