Leadership & Decisions
Decision latency as a delivery metric, decision rights, operating cadence, and the uncomfortable fact that executives create most of the queues they later complain about.
Stop being the constraint in your own organisation.
Practitioner
3Culture Is A Lagging Indicator
Culture-change programmes fail because culture is an output, not an input. Westrum's typology, why psychological safety is produced by how incidents are handled, and how a leader changes culture by changing what is measured, funded and promoted.
10 min readculturepsychological safetyDecision Rights And Who Breaks A Tie
Most decision delay is ambiguity about who decides rather than difficulty in deciding. How to map decision rights honestly, why consensus and consultation get confused, and what to do when two executives both believe they own the same call.
10 min readdecision rightsgovernanceThe Operating Cadence
The meeting system is infrastructure, not overhead. What genuinely needs to be synchronous, why a weekly forum adds four days of average wait to every decision routed through it, and how to audit a calendar without losing coordination.
10 min readmeetingscadence
Advanced
2How Executives Create Queues
The specific, well-intentioned executive behaviours that generate delay downstream — mid-quarter reprioritisation, being the single approver, the pet project, utilisation targets and demands for certainty. The mechanism in each case, and the cheaper alternative.
10 min readexecutive behaviourqueueingOrganisational Design Above Team Topologies
Team-level design is well covered. The layer above it — divisions, shared services, centres of excellence, matrix reporting — is where most coordination cost is created. Where boundaries should fall, what each one costs, and why reorganisations destroy value.
11 min readorg designboundaries
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