RECALIBRATING DECISION LEADERSHIP FROM SLOW TO NIMBLE
A global manufacturing company needed to recalibrate its decision leadership structure to speed up the decision-making process
To design the optimal leadership structure, the company needed to gain insight into the informal decision network of its ~800 leaders.Specifically, they needed to know:
- How would the leaders support a change in structure?
- How leaders collaborated on decisions across the matrix organization?
- Who were the informal decision sense makers in the leadership group?
- The word “slow” was used 3 times more than the 2nd most used word to describe the decision-making process
- Top management held the central network positions, illustrating a very rigid hierarchical structure
- 80% of the top informal decision sense makers were at the top hierarchical level
- The hierarchical network barrier was more than double compared to the benchmark
- Mandates and guidelines were established for all ~800 leaders
- Informal decision sense makers were enrolled with the organization principle
- Roles and responsibilities, meeting structures, and escalation processes were clearly defined for the decision fora