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:

  1. How would the leaders support a change in structure?
  2. How leaders collaborated on decisions across the matrix organization?
  3. Who were the informal decision sense makers in the leadership group?
The data confirmed the strong support and need for improved speed in the decisionmaking process. Specifically five findings made it clear:
  1. The word “slow” was used 3 times more than the 2nd most used word to describe the decision-making process
  2. Top management held the central network positions, illustrating a very rigid hierarchical structure
  3. 80% of the top informal decision sense makers were at the top hierarchical level
  4. The hierarchical network barrier was more than double compared to the benchmark
Number of decision fora were cut from +20 to 8. Informal decision sense makers were involved in their design to ensure organization acceptance
In addition more nimble decision making was achieved through:
  1. Mandates and guidelines were established for all ~800 leaders
  2. Informal decision sense makers were enrolled with the organization principle
  3. Roles and responsibilities, meeting structures, and escalation processes were clearly defined for the decision fora

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