OP here. I think I did a poor job of communicating this exact point. I agree with you - risk management is a part of good project management. The point I was attempting to convey is when organizations consider projects (or project tasks) as managed when all they've done is shift risk without consideration of the ability to _actually_ accomplish said project/task. The myopic focus on risk can get in the way of _actual_ accomplishment.
Thanks for the feedback. I agree that risk management is a part of project management. What I, perhaps unclearly, was communicating is that people and organizations can often conflate the two. A project is not managed if all you've focused on are the risks. They are related, but distinct things.
Let's take your example and apply it to my post. Imagine I need a new water heater. I found a contractor/company to come and install it. Should I assume the installation company will bear all the risks associated with a potentially problematic installation? No, I will carry some risk. Ideally, I would argue homeowners should familiarize themselves with the basics of correct water heater products and installation because if it fails outside of the installer's (or manufacturer's) warranty period the homeowner is liable for repairs. It's a stretch of an example because homeowners often share risk with insurers, but I think my point is clear - one should not confuse project management _with_ risk management.
Hi! OP here. I didn't expect my first _real_ blog post to garner attention, so thank you! There's some great feedback here. I love the discussion around the topic, and I'll be sure to apply some of the community's feedback to my future posts.
Agreed. That was a large source of "loyalty" for older generations. My wife's father will retire soon with a generous pension - one of the last of the factory workers who had a pension. Employees aren't loyal and that is largely a self-inflicted issue.
Having entered adulthood in the US during the Great Recession and being laid off the second it benefited the company (despite easily turning a profit), I cannot understand your position. My grandparents had hefty pensions and their careers grew _with_ their companies. Modern management practices dictate short-term margin as a priority meaning high-salaried employees are considered risks before boons. That, coupled with the well-known fact that salaries do not keep pace with CoL, it is nonsensical _not_ to take the same approach - always be on the lookout for your next step at any time.