A modern Ferrari Formula 1 engine is a masterpiece of engineering: over 5,000 inter-dependent parts powering top speeds of over 230mph.

But raw power isn’t enough. The car’s performance hinges on risk-loaded connections:

· Every member of the team doing their job, without exception.

· Every component part working in perfect harmony.

All under extreme pressure.

Fred Vasseur, Ferrari F1 boss understands the vital importance of managing risk-loaded connections. Formula 1 is not just about speed. It’s about flawless execution.

And that’s the fine line between winning and losing.

While it may not be immediately obvious, the same applies to the successful execution of business-critical programs.

The terminology may be different, but for “risk-loaded connections” read “critical dependencies.”

Not as sexy. But equally vital for success.

Yet, business leaders and senior managers don’t typically even think about these critical connections.

Why? Because on the surface, they don’t feel like “strategic” work.

They’re seen as tedious “operational” detail – something buried in the bowels of program execution, better left to someone in the trenches.

But here’s the reality…

Dependencies Are The Backbone of Execution

Top-performing programs don’t just manage tasks, they eliminate hidden risks by mastering their connections – whether your suppliers deliver, your teams collaborate, and your milestones stay on track.

When they fail, it’s rarely a small issue – it’s an existential threat to the program.

If senior leaders don’t really understand that, they’re flying blind.

Why Dependencies Are So Often Overlooked

Here’s why so many leaders miss the mark on dependency management:

Out of Sight, Out of Mind

When dependencies are working, they’re invisible. Things flow smoothly, deadlines are met, and there’s no reason to notice them. But the moment a critical dependency collapses, the entire program feels the impact.

They Don’t Feel Strategic

Dependencies aren’t flashy. They’re not big-picture strategy, bold leadership, or high-level decision-making. But here’s the twist: without well-managed dependencies, any bold strategy fails.

It’s Someone Else’s Problem

Dependencies often fall into grey areas of accountability. Senior managers assume the PMO – or program leaders – have it covered. Meanwhile, no one is tracking or managing them properly.

Complexity Creates Blind Spots

Dependencies are messy by nature. They involve multiple teams, external suppliers, and interconnected risks. For many leaders, it’s easier to ignore the complexity than engage with it.

The Reality Check: Dependencies Are Everything

If you’re a senior manager, here’s what you need to understand: dependencies are not just operational noise. These critical connections are what keeps your program alive.

· If your suppliers fail to deliver, your program fails.

· If other teams de-prioritise your program, your deadlines slide to the right.

· If shared resources become bottlenecks, your entire schedule crumbles.

Dependencies are not someone else’s problem – they’re your problem.

And if you’re not treating them as risk-loaded connections, you’re setting your program up for failure.

What Happens When Dependencies Collapse

When dependencies go unmanaged, the results are predictable – and usually catastrophic:

Deadlines Slip: A single missed handoff can cause cascading delays that ripple through the entire program.

Budgets Spiral: Rework, firefighting, and resource clashes destroy budgets faster than anyone expects.

Stakeholder Trust Evaporates: No one cares about your dependency excuses. All they see is that the program failed.

This isn’t theoretical.

Dependency failures have derailed some of the largest, most ambitious programs in history: Here are just a few examples:

Airbus: changes in CAD software led to components not complementing each other, leading to long delays and large cost overruns.

Boeing: gaps in supply chain visibility and poor collaboration impacted production, financial performance, and reputation.

Crossrail: poor supplier management led to a lack of control, increasing costs and extensive program delays.

The consequences are real – and very expensive to fix.

The Wake-Up Call for Leaders

Here’s the challenge: as a senior leader, you might not be deep in the weeds managing dependencies, – but you must understand how vital these risk-loaded connections are.

Without this understanding, you’re leaving a critical risk unaddressed.

Think about it:

· Do you know who your program depends on?

· Are those dependencies being tracked and managed?

· If one of them fails, do you have a plan to recover?

If you can’t answer these questions, you’re gambling with your program’s success – rolling the dice.

How to Treat Dependencies Like the Business-Critical Factor They Are

Managing dependencies isn’t optional, and it’s not just a task for program managers.

Here’s how to make sure they get the attention they deserve:

Put Dependencies at the top of your Leadership Agenda

Dependencies aren’t “details.” They’re high-stakes risks that require senior management oversight. Make them a regular part of program governance reviews.

Demand Visibility

Every dependency should be mapped, tracked, and monitored. Ask for clarity: what are the critical dependencies, and where are the risks?

Insist on Accountability

Someone needs to own every dependency. If your program relies on another team, supplier, or resource, there must be clear accountability. No grey areas.

Plan for the Worst

Assume that some dependencies will fail – but which ones? What’s the plan? What’s the fallback? A program without contingencies is a program headed for disaster.

Lead the Conversations

Managing dependencies often requires difficult discussions – pushing suppliers, negotiating with teams, and escalating issues.

As a senior manager, you set the tone for how aggressively these risks are addressed.

The Bottom Line

Dependencies are complicated, messy, and easy to ignore – until they’re not.

Senior managers who dismiss them as “someone else’s problem” are setting themselves up for disappointment.

So, just imagine what Fred Vasseur would say to his engineering team if just one – just one – of the 5000+ critical connections underperforms on race day!

The moment a dependency collapses, everything changes. Suddenly, the program is in crisis, and all eyes are on you to explain what went wrong.

Don’t wait until that moment. Take control now.

Because when your program is on the line, the last thing you want to hear yourself say is, “I hadn’t realised how important dependencies are.”

A modern Ferrari Formula 1 engine’s performance hinges on dependencies – 5,000 components working seamlessly together under the most extreme pressure. Leaders would benefit enormously – if they applied the same precision to managing dependencies on business-critical programs.

About the author

David Hilliard is founder of Mentor, specialists in strategic program execution.

You can call him on 0118 359 2444 or email david.hilliard@mentoreurope.com.