The previous post in this series worked through Risk, the domain that runs through every other one rather than sitting apart from them. Compliance is different in kind. It is where a GovCon business demonstrates to a contracting officer, an auditor, or a certifying body that the risks it [...]
The previous five domain posts in this series covered Governance, People, Operations, Finance, and Technology, and each already carries its own risk. A governance gap is a risk. A thin leadership bench is a risk. A subcontractor issue nobody caught early is a risk. An unpatched laptop is a [...]
The previous post in this series covered Finance, the domain that determines whether the business's numbers can be trusted. This post moves to Technology, which is less a standalone function than a backbone that runs beneath almost every other domain already covered in this series. The systems that produce [...]
The previous post in this series worked through Operations, the domain where authority and capability actually turn into repeatable delivery. This post moves to Finance, which asks a related but different question. Operations asks whether the business can deliver consistently. Finance asks whether the business actually knows what that [...]
The previous two posts in this series worked through Governance and People, the domains that establish who holds authority and who has the capability to use it well. Operations is where that authority and capability actually become a running business. It is the domain that produces the day-to-day results [...]
