The Need for Organisational Resilience - Chapter 7

approach and toolset; and

•

support of the leadership.

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An uninformed, overconfident or biased red team is unlikely to add value, and may be detrimental

to the project. Furthermore, the product of a successful red team will be of no benefit if it is rejected or

not considered by the end user. (Development Concepts and Doctrine Centre 2013, 1-6-1–7)

Successful red teaming

Red teaming is important but it is neither easy nor often done well. It has attracted a ‘buzzword’ status

and is often reduced to a box-ticking exercise rather than the robust intellectual challenge activity that

it should be.

Red teaming activities range from scrutinising and challenging emerging thoughts, ideas and

underpinning assumptions, to considering the perspectives of adversaries, competitors or outsiders.

Our analysis should enable the end user to make choices and select preferred options. The enduser

should also be more cognisant of the threats, alternatives, weaknesses and downstream

consequences associated with each option that they are considering.

The role of the end user

A red team needs a scope, charter and reporting relationship with the end user that fit both its role

and the overarching task. End users should fully support the red team and intend to use its products

as part of their decision making process. Red teaming can only thrive in an environment that tolerates

and values internal criticism and challenge.

To make sure we use red teaming successfully, the end user needs to:

• appoint a red team leader who has been exposed to red teaming techniques;

• establish the red team as a discrete entity without broader tasking in the project to protect

their impartiality;

• provide all the required information to complete the task successfully;

• give clear objectives, defining the scope, timeframe and delivery mechanism for the task;

• develop a good working relationship, including regular contact with the red team leader;

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