Target 3.5: by 2023, all countries should have a National Emergency Telecommunication Plan as part of their national and local disaster risk reduction strategies Goal 4: Innovation Target 4.1: by 2023, all countries should have policies/strategies fostering telecommunication/ICT-centric innovation Goal 5: Partnership Target 5.1: by 2023, increased effective partnerships with stakeholders and cooperation with other organization and entities in the telecommunication/ICT environment 1.6 Strategic Risk Management Bearing in mind the prevailing challenges, evolutions and transformations that have the most potential to impact on ITU activities during the period of the strategic plan, the list of strategic risks presented in Table below has been identified, analysed and evaluated. These risks have been considered when planning the strategy for 2020-2023, and the corresponding mitigation measures have been identified as necessary. It should be emphasized that the strategic risks are not meant to represent deficiencies of ITU's operations. They represent forward-looking uncertainties that may affect efforts to fulfil the mission of the Union during the period of the strategic plan. ITU has identified, analysed and assessed strategic risks. Apart from the strategic planning processes, setting the overall framework on how to mitigate these risks, operational mitigation measures will be defined and implemented through the operational planning process of the Union. Table 2. Strategic risks and mitigation strategies Risk Mitigation strategy Diminishing relevance and ability to - Risk avoidance: by clear mandates of each structure and role in the Union; demonstrate clear added value - Risk limitation: improve the cooperation - Risk of duplication of efforts and framework; inconsistencies inside the organization that affects our ability to demonstrate - Risk avoidance: identify and concentrate on added value areas with clear added value; - Risk of conflicting efforts, inconsistencies - Risk transfer: by establishing long term and competition with other relevant partnerships; organizations and bodies that leads to - Risk limitation: by an appropriate and consistent misperception of ITU’s mandate, mission (internal and communication strategy and role external). Spreading too thin - Risk avoidance: by prioritizing, focusing and building on the strengths of the Union; - Risk of mission dilution and losing of - Risk limitation: by ensuring consistency of ITU the organization core mandate activities / working outside of silos.
Target 3.5: by 2023, all countries should have a National Emergency Telecommunication Plan as part of their national and local disaster risk reduction strategies Goal 4: Innovation Target 4.1: by 2023, all countries should have policies/strategies fostering telecommunication/ICT-centric innovation Goal 5: Partnership Target 5.1: by 2023, increased effective partnerships with stakeholders and cooperation with other organization and entities in the telecommunication/ICT environment 1.6 Strategic Risk Management Bearing in mind the prevailing challenges, evolutions and transformations that have the most potential to impact on ITU activities during the period of the strategic plan, the list of strategic risks presented in Table below has been identified, analysed and evaluated. These risks have been considered when planning the strategy for 2020-2023, and the corresponding mitigation measures have been identified as necessary. It should be emphasized that the strategic risks are not meant to represent deficiencies of ITU's operations. They represent forward-looking uncertainties that may affect efforts to fulfil the mission of the Union during the period of the strategic plan. ITU has identified, analysed and assessed strategic risks. Apart from the strategic planning processes, setting the overall framework on how to mitigate these risks, operational mitigation measures will be defined and implemented through the operational planning process of the Union. Table 2. Strategic risks and mitigation strategies Risk Mitigation strategy Diminishing relevance and ability to demonstrate clear added value - Risk of duplication of efforts and inconsistencies inside the organization that affects our ability to demonstrate added value - Risk of conflicting efforts, inconsistencies and competition with other relevant organizations and bodies that leads to misperception of ITU’s mandate, mission and role - Risk avoidance: by clear mandates of each structure and role in the Union; - Risk limitation: improve the cooperation framework; - Risk avoidance: identify and concentrate on areas with clear added value; - Risk transfer: by establishing long term partnerships; - Risk limitation: by an appropriate and consistent communication strategy (internal and external). Spreading too thin - Risk of mission dilution and losing of the organization core mandate - Risk avoidance: by prioritizing, focusing and building on the strengths of the Union; - Risk limitation: by ensuring consistency of ITU activities / working outside of silos.