Hacking HR to Build an Adaptability Advantage

maria-padley's picture

Control-freaks at the top

By Maria Padley on May 10, 2022

Senior management holding too tightly onto the reins and not delegating decision-making authority.  This results in too many decisions having to go through too few people, who are subsequently too busy to really consider the impact of change.  If change is approved, it is slow to get started.  More likely, the delay in getting to it means more time pressure on the decision-making, which means more snap decisions to stay with the old "safe" way of doing things.

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bjarte-bogsnes's picture


The best decisions are made

- at the right level (as close to the front line as possible)
- at the right time (as late as possible - to secure the freshest possible decision information on the case itself and capacity to execute)
- with the right mindset (not Do I have a budget? but Is this the right thing to do? Really necessary? What is good enough? Creating value? Capacity?)

The traditional detailed, annual budget is a big barrier for making this happen. Leads to most decisions being made too high up, too early and with the wrong mindset - spend it or lose it.

tojo-eapen's picture

Part of this problem is when the leaders' 'listening capability' becomes absent or really bad. Even if there is an effort to listen, the inauthentic behaviors/lack of serious intent are read by the organization.