Ambitious projects and initiatives are critical to performance and transformation. However, there are subject to a dangerous hidden risk, called Project Hubris.

Leaders are typically well-attuned to external complexity. However, the real danger arises when external complexity is met with internal complexity. The result is complexity squared (C2) and it can feel chaotic.

Nodding Dog Syndrome is an strangely-names, but common risk in the execution of strategic projects.

A great project leader is many things (talented, skilled, etc.). But, more fundamentally, they are also human. As a result, their decisions, forecasts and plans are subject to a range of biases and errors.

There are lots of reasons why projects flounder or fail. Many however could have been prevented, if only somebody had spoken up. Perhaps somebody did speak up but was not listened too. As a result, projects are left vulnerable to surprise setbacks.

Complex projects and initiatives are exposed to the twin dangers of hidden complexity and misplaced certainty. Think of it as ‘Project Double Jeopardy’ because if one does not get you, the other just might.

On the path from strategy to success there will inevitably be casualties. Initiatives that struggle to gain traction, go off course, are retired early or even crash off the track. The question is: How to prevent projects crashing-out & minimize the damage when then do?