As companies grow, they must dynamically address increased needs for strategically-aligned, fact-based, timely decision making. Precious hours can be wasted in ineffective ‘bull sessions’ with unclear outcomes, ill-defined ‘next steps’, and un-prioritized task lists. Symptoms of ineffective organizational design include: confusion of decision ownership (decision rights), overly concentrated decision processes (e.g. when relevant, specific knowledge is, say, on the shop floor), poor post-decision accountability for resources used to derive key strategic and operational decisions and their ultimate effectiveness.
- Do people with relevant, specific knowledge have an impactful seat at the table?
- Are different parts of the organization operating in silos – and even when they make earnest efforts to collaborate, are the efforts disjointed due to speaking “different languages”, such as between operations and finance?
- How likely are extraneous, ill-informed inputs to creep into the process and potentially given undue weight (at the extreme dreaded ‘groupthink’)?
- Does it seem even normal-course projects, let alone major client meetings or ‘out of the blue’ opportunities, are met with similar acute crises, fire drills, and unexpected crash-course corrections?
If any of the above seem familiar, it is prudent to review closely for organizational design to eradicate decision making frictions.
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