A global manufacturing company needed to recalibrate its decision leadership structure to speed up its. 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 the leaders would support a change in structure?
- How leaders collaborated on decisions across the matrix organization?
- Who the informal decision sense makers in the leadership group were?
The data confirmed the strong support and need for improved speed in the decision-making 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