The Art of Saying Yes (Responsibly)

In an era where technological advancement and market uncertainty collide, how do organisations strike the right balance between innovation and risk management? This question sits at the heart of modern business strategy, particularly for enterprises navigating strategic digital changes.

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Enter Jo Ang, RUSH's new Head of Finance & Risk who brings a fresh perspective to this challenge, emphasising that effective risk management should enable rather than inhibit innovation.

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Navigating Uncertainty in a VUCA World

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"Markets love stability," Jo notes, "but our world is changing and the pace of change is also accelerating." These VUCA forces (Volatility, Uncertainty, Complexity, and Ambiguity) are reshaping how organisations approach both innovation and risk management. In response, Jo notes the need for organisational agility – the ability to look forward and adapt to changing forces in the market.

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The rise of AI and other transformative technologies presents both opportunities and challenges. We're all doing this delicate dance between pushing boundaries and protecting assets. While innovation is crucial for moving the needle forward, it must be balanced with prudent risk management.

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"I'm fairly risk averse," Jo admits, "but I'm also a nerd when it comes to innovation. It's really about moving forward while understanding the risks – surfacing them and setting up processes and governance structures to manage those risks effectively."

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Creating Frameworks for Empowered Decision-Making

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One of the key challenges in fostering innovation while managing risk is creating an environment where teams feel empowered to make decisions. Instead of being the department of "no," finance becomes an enabling function. Think of it less as a wall and more as a well-designed playground - you know exactly where the boundaries are, which paradoxically gives you more freedom to play within them.

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"People like knowing what they can and can't do, and understanding the reason behind these boundaries" Jo explains. This approach involves setting up clear parameters: "These are the boundaries within which you can play. Once you hit that boundary, we need to have more conversations about money or risk."

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It's not about restriction - it's about creating psychological safety. And if there's one thing we've learned from building digital products for some of New Zealand's most trusted brands, it's that safety and innovation aren't mutually exclusive. They're actually best mates.

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The Evolution of Finance as an Enabling Function

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Remember when finance departments were seen as the corporate equivalent of strict parents? Traditional views of finance as a restrictive function are outdated in today's fast-paced technology landscape. "Finance should be an enabling function," Jo argues. "It's not necessarily about always saying yes, but it's about education and collaboration."

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This collaborative approach is particularly crucial in technology partnerships. RUSH's role, as Jo sees it, is to be both a guide and thought leader. "We might not have all the answers, but we can be a good partner and work together with our clients to find solutions."

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Building Better Experiences Through Risk Management

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At RUSH, we're in the business of making better happen. But 'better' doesn't just mean more innovative or more efficient - it means more responsible too. It's about creating digital solutions that not only push boundaries but do so in a way that's sustainable, secure, and sensible.

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Strong risk management, when implemented effectively, contributes to better experiences for both customers and employees. Rather than creating roadblocks, well-designed risk frameworks provide the psychological safety needed for teams to innovate confidently.

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Jo's vision for risk management isn't about being the fun police - it's about creating frameworks that enable rather than restrict, educate rather than dictate, and support rather than impede innovation. "It's not about saying 'I'm shutting down your idea,'" Jo says. "It's about saying 'Let's work together to find the best way to do this,' whether it's an innovation or a marketing test." This approach transforms risk management from a barrier into a facilitator of success.

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The Future is Yes (But...)

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As we continue to navigate the choppy waters of digital transformation and technological innovation, the organisations that thrive will be those that master the art of saying "yes, and here's how" rather than just "no, because."

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It's about finding that sweet spot where innovation and responsibility meet - like teaching a teenager to drive. You don't just hand over the keys and hope for the best, but you also don't keep them in the passenger seat forever. You create a framework for success, then trust in the process, and implement good reporting and governance to monitor success.

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The key is finding the right balance: maintaining sufficient control to manage risks while providing the flexibility needed for innovation to flourish. As Jo puts it, it's about "having the courage to say when something's not working, while remembering there's an actual world out there behind the numbers."

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Because at the end of the day, the future belongs to those brave enough to innovate and wise enough to do it responsibly. And sometimes, that starts with learning a better way to say yes.