Speed, method, and trust: three levers to transform an organisation

The useful part

When discussing competitiveness, attention is often focused on more tangible elements, such as product quality, technological innovation, operational efficiency, sales capability, and cost control. Yet there is also a less obvious element, one that is often more difficult to measure and that affects a business's ability to react, adapt, and generate results: how quickly the organisation makes decisions. Rather, it means reducing downtime, ambiguity, redundant steps, and unnecessary waiting, while ensuring consistency with business objectives.

How it works

• In increasingly complex contexts, the time that elapses between identifying a problem and deciding how to address it can make a big difference.
• This lag may seem to be the result of insufficient competencies, however in most cases the problem lies in unclear decision-making processes.
• This has a cost, even if it is not explicitly shown in financial statements.
• It leads to project delays, frustration, reworking, and a loss of focus, resulting in excessive energy expenditure.
• A market opportunity, a customer requirement, or even a process anomaly need to be identified and a response found.

What to take from it

At times, to avoid the risk of an imperfect deci... If the organisation takes too long to find convergence, even a good solution can be ineffective. It's not always clear who needs to make decisions, based on what information, in what time frame, and with what level of autonomy.

Details worth keeping

These are all decisive factors for a company's growth. This doesn't mean making hasty decisions at any cost. Quick decision-making is not synonymous with impulsiveness.