Make sure that things happen without the need to do everything yourself

The entrepreneur or CEO is at the centre of the organization. All (important) information converges there. And based on this information, the core decisions are made. In every company this operation is controlled by a system. Often this system has not been developed consciously, but has grown organically. In many cases, the controlling system operates very poorly or not at all. The essence of control is to have a set of clear rules and agreements.

A company is effectively managed if everyone in the organization knows what to do. Everyone is fully responsible for the agreed tasks. What is different about a decision-driven organization?

In one word? Everything.

To replace an organically evolved system with a textbook solution will probably solve a number of problems, but is still far from ideal. A good system is one that is made to measure for the company. It is striking how everyone in the workplace, despite what is happily assumed, has a very accurate picture of the information he or she needs in order to be able to make their own decisions, and what decisions are expected from someone else, in order to perform their tasks better, faster, and more efficiently. We use an adapted methodology to bring this information to the surface, and together with the people on the shop floor, we develop a system of information moments, decision moments and responsibilities, to ensure the organization is run a lot more efficiently.

There is also a warning attached to the above. A decision-driven organization operates efficiently. But this is not a guarantee that the company is doing all the right things. To put it smartly: a decision-driven organization can also be very efficient in doing the wrong things. To find out whether the right things are happening, we have developed other advisory processes.

I decide more, better, get more work done and finally have time to work on my swing.
Dirk, an entrepreneur

What do we need?

Two things are essential. The first condition is the full commitment of everyone in the organization. Entrepreneurs must be willing to change their routine, and they should also be prepared to give their employees the time to implement the changes. Employees, for their part, must show sufficient openness to surrender their own familiar routines. Perseverance is the second prerequisite. Systems can only really change if the efforts are sustained sufficiently long to change the learned behaviour into a habit.