The Hidden Risks You Discover When You Think You’re Solving a Different Problem

Why do unexpected risks emerge during an assessment?

Even when you begin an assessment with a clear problem statement, the real risks often surface only after multiple conversations across the organization. Patterns appear, assumptions get challenged, and entirely new issues come to light—sometimes bigger than the ones you set out to solve.

What’s an example of a risk that wasn’t part of the original scope?

In one project, we were supporting a spin‑off from a large energy company. We expected the biggest challenges to be around asset data, which is notoriously complex in the energy sector. Instead, the most significant risk turned out to be contract data—something the client didn’t initially flag as a concern.

What was happening with their contract data?

The company struggled to track:

• Operating agreements
• Customer agreements
• Financing and ownership structures
• Leases and land‑based documents

All of this was being managed manually, often in SharePoint, with no unified process. People confused contract management (managing obligations) with document management (storing files), and the result was a tangled, time‑consuming system with no reliable source of truth.

Why was this such a serious risk?

Because the company was at risk of:

• Missing contractual obligations
• Losing money on warranties or customer payments
• Overlooking critical terms buried deep in documents
• Mismanaging ownership or entity transfers

In a project‑driven business model, these gaps can have real financial and operational consequences.

What’s the broader lesson for organizations?

You must stay open to what interviews reveal. Even with a solid plan, the biggest risks often hide behind the problem you thought you were solving.

If you want more information about this subject, please listen to What Counts, by TrailBlazer Consulting, Episode 9.