Problem-solving effectively

Failures and shortcomings are all attributes of the process, not of the people. Good leaders ensure that the organisation's response to failure is appropriate and constructive. This is true whether dealing with staff or suppliers - an objective and evidence-based approach should be taken to analysing the root cause of failures and shortcomings, thereby adding value by contributing to the organisational knowledge-bank. Blame is a wasteful activity and should be avoided by any organisation seeking to become more effective.

Expert engineering workforce.

A business which is set up to grow the knowledge and capability of its workforce delivers a vibrant and go-ahead environment for talented staff members to work in. It is more likely to retain good people. The term "expert engineering workforce" sums up a "can-do" attitude which can revolutionise a company culture.

A workforce which is able to tap into lessons learned from previous problems encountered will be able to resolve issues more effectively and more rapidly. This is true even where such problems may previously have defeated attempts to resolve them. Such speed of response, flexibility and adaptability is vital to a modern business. Encouraging people - staff or suppliers - to sweep shortcomings under the carpet to avoid blame increases the risk that such failures will be repeated.

Effective risk management

Threats to the success of any enterprise can never be eliminated. It is the inability to deal with them effectively that creates risk. He who owns the requirement owns the risk. It cannot be devolved to a third party; this merely alters the nature of the risk, and weakens the capacity of the risk-owner to mitigate it.