When performance stalls, the reflex is to reorganise. New boxes, new reporting lines, a fresh announcement. Six months later, the same decisions are still waiting in the same inboxes.
Start with the twenty decisions that matter
We ask leadership teams to list the decisions that most affect cost, customers and growth. For each one we map who proposes, who decides, who must be consulted and who simply needs to know.
Most organisations do not have a structure problem. They have an ambiguity problem.
What changes
Escalations fall because people know where their authority ends.
Committees shrink, because consultation is no longer confused with approval.
The eventual org chart becomes obvious, and far less contentious.
