01
A RACI chart says who does the work and who answers for it. It says nothing about who chooses when two parts of that work collide. That gap is where decision rights begin, and where most programmes stall.
6 min readDecision clarity
Notes
Perspectives on the work beneath the work.
Short essays on decisions, growth, teams, and the kind of judgment that can be carried into action.
02
Most leadership agendas are assembled from whatever people bring. The items that belong there pass a narrower test: nobody below the table could settle them. What fails the test is a finding about the layer below.
6 min readOperating cadence
03
Stop conditions written before a project starts usually lose their force in the meeting that sets them: the measure does not exist yet, and the threshold restates the forecast.
6 min readGrowth
04
When an enablement programme leaves win rates where they were, the instinct is to relaunch it or quietly drop it. Both skip the finding: what changed in the deals, and what did not.
6 min readDiagnosis
05
RAPID gives every decision a recommender, a decider and three supporting roles. The letters are easy to learn. The framework only works when it is applied to decision types, and when the agree role is kept for boundaries.
7 min readDecision clarity
06
A weekly business review built as a round of reports uses its hour on what the team could have read. The agenda that works is built from exceptions, ordered by the cost of waiting, with one decision given protected time.
6 min readOperating cadence
07
Capacity is not something a company has. It is something a company releases, and the only event that releases it is an ending. Every project left running is still charging for what it holds.
6 min readGrowth
08
Most sales enablement initiatives do not fail in delivery. They fail earlier, when a pipeline problem was named a capability problem and no one tested that before the programme was bought.
5 min readDiagnosis
09
The agenda and the decider are only part of a decision meeting. The order of the hour, and who is allowed to speak at each point, decides whether the first opinion in the room becomes the only one.
6 min readOperating cadence
10
Evidence and criteria do not stop a project if nobody holds the right to act on them. The kill decision belongs to whoever owns the trade-off, and the meeting should be built around that person.
6 min readGrowth
11
The scorecard ranks the firms. The sponsor's need to defend the choice picks one. Seeing that second filter lets a buyer decide what it should actually reward.
6 min readDiagnosis
12
Consensus works when interests align and a holdout is cheap. Four decision shapes break both conditions, and a team can recognise them before the meeting starts.
6 min readDecision architecture