Storm-Proof Leadership: Navigating Risk Through Agility

Denise Lora Domingo
Aug 14
5 min read

Denise Lora Domingo • Manila• August 2026

Based on an interview with Joseph Alfred Pineda, Chair, PMI Asia Pacific Agile Regional Hub

In a world shaped by artificial intelligence, rapid technological change, and constant disruption, project leaders are facing a new reality: uncertainty is no longer the exception. It is the norm.

For Joseph Alfred Pineda, a Filipino project and technology leader based in Melbourne, Australia, and the current Chair of the PMI Asia Pacific Agile Regional Hub, this shift requires project professionals to fundamentally rethink how they approach risk, leadership, and value creation.

"Project delivery is becoming challenging because value changes more quickly than ever before," he explains. "The value you set out to achieve at the start of a project may be very different by the time the project is completed."

Pineda points to the changing landscape of global business. Decades ago, industry giants dominated markets for generations. Today, leadership positions can change within a few years as technology transforms how organizations operate and how customers define value.

"The world moves faster now," he says. "We are more connected than ever, driven by technology, global events, and now artificial intelligence. Project managers must think not only about delivering outcomes but also about whether those outcomes will still be valuable when they are delivered."

Rethinking Risks

One of Pineda's most compelling ideas is that project leaders should stop focusing exclusively on avoiding risk.

Historically, risk management has centered on identifying threats and preventing problems. But in an environment where change is inevitable, he believes the better question is:

"How do I reduce the cost of being wrong?"

"The challenge today isn't avoiding uncertainty," he says. "You still have to make decisions. What matters is making decisions in a way that allows you to adjust quickly without spending too much when conditions change."

This mindset changes the role of a project leader. Instead of trying to predict every possible outcome, leaders must become skilled at making sound judgments and adapting as new information emerges.

Inside this Issue

In this 'Risk & Resilience' issue, we explore how to navigate uncertainty—going beyond standard plans to lead with true agility. We spotlight Joseph Alfred Pineda on 'storm-proof' leadership, celebrate Buwan ng Wika with a dive into Filipino Psychology, and test your skills in our Risk Management Challenge. Plus, we discuss how AI is reshaping risk prediction and catch up with Erwin Limon in our Member Spotlight.

Read this and more in our August newsletter.

Agility Beyond Frameworks

While Pineda is a long-time advocate of Agile practices, he emphasizes that agility is much bigger than any framework or methodology.

"I don't really care whether it's capital-A Agile or small-a agile," he says. "What matters is the ability to adjust as fast as possible when circumstances change." In practical terms, agility allows organizations to test, learn, and iterate more quickly. Rather than spending a year building a solution only to discover it no longer meets market needs, teams can release smaller increments, gather feedback, and pivot when necessary. "If you're wrong after a week, you've only spent a week," Pineda explains. "If you're wrong after a year, you've lost a year." For organizations, this approach is not just about resilience. It is also about growth. "Agility isn't simply helping companies survive uncertainty," he says. "It helps them create more value because they're able to respond faster than their competitors."

Leadership That Creates Clarity

When plans change and uncertainty rises, leadership becomes even more important.

According to Pineda, the best leaders are not necessarily those who have all the answers. They are the ones who create clarity.

"They reduce noise and increase signal," he says. Effective leaders repeatedly communicate priorities, clarify constraints, and reinforce desired outcomes. They help teams stay focused on what matters most rather than getting distracted by every new trend or challenge. By contrast, leaders who create chaos often react impulsively, change direction without explanation, or withhold bad news until it becomes impossible to hide. "People can handle uncertainty," he says. "What they struggle with is confusion." Trust, transparency, and consistency therefore become essential leadership skills during times of disruption.

The Human Side of Risk

Pineda also believes that culture plays a major role in how teams approach uncertainty.

Across Asia Pacific, attitudes toward mistakes, failure, and authority vary significantly. In the Philippines, for example, concepts such as hiya and fear of making mistakes can influence decision-making. Similar cultural factors exist throughout the region.

Smiling group of friends at a café table raising drinks, with a camera and menu in a warm, cozy restaurant setting.

"How people feel about mistakes affects how they approach risk," he notes. This is why he advocates for a mindset-based approach rather than rigid frameworks. "There isn't one method that works everywhere," he says. "What's important is creating an environment where people can learn, adapt, and make better decisions."

Looking Ahead: Embracing AI

When asked about future risks, Pineda immediately points to artificial intelligence.

Rather than treating AI as a threat, he believes project professionals should actively learn how to use it.

"We need to stop shaming people for using AI," he says. "We should be celebrating it." For Pineda, AI is a tool that can enhance productivity and provide insights, but it cannot replace one of the most important human capabilities: judgment. "AI can process information, but people still have to make decisions," he says. "That is where project leaders continue to add value."

A Final Thought

Reflecting on his own PMI journey, Pineda credits volunteerism as one of the experiences that expanded his perspective and leadership capabilities. What began as a way to stay connected professionally during the pandemic eventually led him to work with PMI leaders across Asia Pacific. His advice to PMI Philippines Chapter members is simple:

"Start where you can. Whether through volunteering, continuous learning, or embracing new ways of thinking, the first step often leads to opportunities that cannot be predicted. In an increasingly uncertain world, perhaps that is the essence of storm-proof leadership: not avoiding change, but developing the judgment, adaptability, and courage to move forward through it."

About Joseph Alfred Pineda

Joseph Alfred Pineda is a Filipino technology and project leadership professional based in Melbourne, Australia. A graduate of the Ateneo de Manila University, he has nearly two decades of experience in technology, project delivery, Agile transformation, and organizational leadership.

He currently serves as Chair of the PMI Asia Pacific Agile Regional Hub, supporting chapters and professionals across the region in advancing agility, adaptive leadership, and project success. The PMI Asia Pacific Agile Regional Hub (PMI APAC ARH) is a PMI volunteer-led community dedicated to advancing Agile, Lean, and adaptive ways of working across the Asia Pacific region.

By connecting chapters, practitioners, and thought leaders, the Hub provides learning opportunities, promotes Agile adoption, and helps project professionals thrive in an increasingly complex and fast-changing world.