Governance design — which defines who gets to make decisions and allocate resources — is often too complicated or unclear to be effective. For a strategy to be successful, those closest to the most relevant information, budgets, and problems are the best equipped to make decisions. When leaders have proximity to an issue but no authority, authority without the needed resources, or control of the budget but not the people, the decisions tend to follow hierarchical lines. These decisions made at the top may be strategically sound but impossible to implement given how far away they’re made from those who must actually execute them.
Content: Quotation
Authors: Jarrod Shappell, Ron Carucci
Source: Harvard Business Review
Subjects: Organizational Behavior, Strategy
Authors: Jarrod Shappell, Ron Carucci
Source: Harvard Business Review
Subjects: Organizational Behavior, Strategy
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