In a world where the rate of change is too high to take the time to strategise out long term scenario’s, but immediate action is needed, the decision making power needs to lie as close to the front end as possible. That is where the information is, that is where the actions need to be taken. There is no longer the time for a multi-layered cross-siloed process of decisionmaking at the top.
Too often, people at the place of action, lack the autonomy and authority to take the action needed, despite the fact that they have the relevant information for appropriate decisions and are available at the right spot in the exact time they are needed.
Unfortunatley, they are too overconstrained: in procedures, structures and systems. Much of this is also both embedded in and stemming from the organisational culture, geared toward stay-ability, and springing from the need for certainty.
For your organisation to become as adaptive, nimble as possible, this requires a loosening of mentioned constraints. An allowing of decision power to be shared throughout your organisation, where rank, seniority and expertise are less important as criteria than they used to be. So not just centered at the top.
This requires of top and senior leadership a very different mindset, one less focussed on control and more on receptivity. So all the weak signals that are often early on noticable for those who have learned to be aware, can be used for decisive action and adaption. This shift in mindset, is for most – trained, reared and engrained in MBA and scientific style thinking – a staggering transformation, of a very personal nature. A shift not easily done alone, without outside assistence. But a necessary one for the top team, to allow their organisation the freedom and trust needed for an adaptivity required for the rate of change of this VUCA world.