Every organization faces challenges in ensuring that the thousands or millions of decisions taken every day, by every employee, add up to move the company in the direction set by the Board.
We help our clients to address this by setting the governance framework within which decisions are taken.
A well-structured governance framework can deliver the following:
- Clarity on decision-making roles, processes, information requirements, and criteria
- Decisions taken in a timely manner and reviewed at appropriate intervals, avoiding the need to play catch-up
- Accountability for decisions taken, and visibility on assumptions
- Collaborative decision-making across departments and functions
- Systematic use of different information sources to inform the decision-making process
- Effective decision-making forums, making good use of time
- Clear visibility on what major decisions are coming up; what needs to be decided by when, and what information should be gathered to facilitate it
- Enhanced risk management
Whether the term ‘governance’ is explicitly used in your organisation or not, defining how decisions are made is essential for the effective running of every company. A well-structured governance framework helps to reduce silos, increase efficiency, and make best use of the brainpower and creativity of your people to deliver better business outcomes.
We assess the needs of each client individually but in our experience there are three types of approach that (individually or in combination) cover the majority of situations:
Organizational Governance Framework
One level down from Corporate Governance, Organizational Governance aims to ensure that the macro-level framework for taking the major cross-functional decisions is clear to all and working in practice. We help our clients to map the major decision making categories, the aspects of the governance landscape, and the interactions between them. The out how these impact different decision categories.
Decision-making Process Improvement
Taking a specific area of decision making (for example, Sales & Operations Planning, Sourcing, or CapEx), we work with our client to identify the decision drivers and levers and then to map people and information to those. We codify the decision making roles, forums and processes. Our services can include information systems evaluation/specification against the decision making requirements; decision process streamlining; and executive coaching to ensure practical implementation of the framework. The outcome of this type of approach is a fully functional, optimized decision making structure and process for the designated area.
Governance as part of a Target Operating Model
An essential part of defining and implementing a Target Operating Model is to consider how decisions will be made both within the model (how do the key operational decisions get taken and with what information?) and about the model (how do changes to the operating model get authorised and implemented?). We build this in as standard when we are working with our clients on a TOM but can also join a team working on a TOM to provide the governance-specific expertise.
In all approaches we include evaluation of the effectiveness of the existing governance and a KPI framework for ongoing monitoring and improvement.