Decisions are the coin of the realm in business. Every success, every mishap, every opportunity seized or missed stems from a decision someone made—or failed to make. Yet in many firms, decisions routinely stall inside the organization—hurting the entire company’s performance.
The culprit? Ambiguity over who’s accountable for which decisions. In one auto manufacturer that was missing milestones for rolling out new models, marketers and product developers each thought they were responsible for deciding new models’ standard features and colors. Result? Conflict over who had final say, endless revisiting of decisions—and missed deadlines that led to lost sales.
How to clarify decision accountability? Assign clear roles for the decisions that most affect your firm’s performance—such as which markets to enter, where to allocate capital, and how to drive product innovation. Think “RAPID”:
When you clarify decision roles, you make the right choices—swiftly and effectively.
For every strategic decision, assign the following roles and responsibilities:
In assigning decision roles:
Example: At British department-store chain John Lewis, company buyers wanted to increase sales and reduce complexity by offering fewer salt and pepper mill models. The company launched the streamlined product set without involving the sales staff. And sales fell. Upon visiting the stores, buyers saw that sales people (not understanding the strategy behind the recommendation) had halved shelf space to match the reduction in product range, rather than maintaining the same space but stocking more of the products.
To fix the problem, the company “gave buyers the D” on how much space product categories would have. Sales staff “had the A”: If space allocations didn’t make sense to them, they could force additional negotiations. They also “had the P,” implementing product layouts in stores.
Once decision roles were clarified, sales of salt and pepper mills exceeded original levels.
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Paul Rogers is a partner who leads Bain’s London office; he formerly led Bain’s Global Organization Practice. Marcia Blenko leads Bain & Company’s Global Organization Practice and is a partner in the firm’s Boston office. They are coauthors of Decide and Deliver: Five Steps to Breakthrough Performance in Your Organization (Harvard Business Review Press, 2010).
Adapted from “Who Has the D?: How Clear Decision Roles Enhance Organizational Performance,” Harvard Business Review, January 2006 (product #R0601D).
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