DECISION - MAKING AUDIT AND DEVELOPMENT

Who is this audit for?

Companies undergoing reorganization, management facing effectiveness problems, companies experiencing rapid growth difficulties, and new executives who want to quickly open a new chapter in their company's life.

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Audit topics

Even in the most formalized of organizations, the world of written policies and job descriptions co-exists with the world of "how things are really done around here." More often than not formal decision-making processes include contradictions and unregulated areas:  gaps that the practice of daily operation bridges - up to the first major mistake no one seems to be responsible for. Informal decision making processes can provide crucial support for the formal system, But they also represent a space in the organization where obstacles to making good decisions and resistance to implementation live. This space is not fully transparent to management. This is where information manipulation, resistance to change, personal conflicts, turf wars "breed". This is where traditional, counterproductive  attitudes anchor, where - for better or worse - organizational culture also has some roots. We recommend the audit to those who want to have a clear view of this informal space and its relationship to formal structures of responsibility using effectiveness as a framework for analysis.

 

The audit answers questions such as:​

• What are the priority decisions in the organization?

• Do all priority decisions have clear, formalized decision making processes attached to them that stakeholders are aware of?

• Who are the informal actors influencing priority formal decisions?

• What are the "orphaned" decisions no one has responsibility for making?

• What is the mechanism and level of accountability associated with decision-making authority?

• Can it be determined who is responsible when a bad decision is made?

• What are the follow up mechanisms in place to improve decision making? 

• How could the organization make its decision making processes more efficient? ​

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Methodology

The starting point of the audit is the development of the priority decision list. This is done with close coordination with the client. Then we map out the official procedures leading to these priority decisions. Next we discover the daily practice of implementing these policies as well as the informal decision-making structures and processes that have an influence on them. We do this based on our experience in criminal intelligence, psychological exploration and organizational management, while taking advantage of our "outsider" position vis a vis the organization. We review  internal documentation of responsibilities and conduct a set of interviews designed to penetrate the informal decision making space related to priority decisions. At the end of the audit process we deliver an efficiency focused analysis of formal decision-making mechanisms,  a description of corresponding informal structures and the relationship between the two as they impact decision making and implementation.  On the basis of this analysis we propose an action plan with concrete steps and policies designed to make decision-making mechanisms more efficient.

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For more information please, contact us at hq@pivotbrigade.com or +36 30 961 5562.