Why decisions don’t deliver

Follow one decision

What’s assumed on the way down.
What’s real on the way up.

Every decision rests on assumptions. They’re the best bet at the time. The trouble starts when nobody checks them as the decision travels.

What’s assumed and what’s real, from board direction to the front line
	What’s assumed	What’s real
Board direction	Do this, because it matters.	On Track.
Governance	It’s resourced, set up and explained.	The reports say green, so the assumptions aren’t revisited.
People	Everyone is behind it.	The culture and behaviour were never brought along.
Patterns	The new way replaces the old.	Old habits and workarounds kick back in.
Systems	The systems will support it.	The systems don’t talk to each other.
The front line	Do this.	We can’t make it work with how we’re set up.

Nobody did anything wrong.

The intent was right, but the way the parts were set up stopped a good decision from being realised.

Where it breaks

Each one can carry the decision, or drop it.

Governance
Decided, but not resourced, set up or explained.
A decision made at the top has consequences for every part of the organisation. It’s usually approved on assumptions, and some optimism, about how those parts work together. Governance decides whether those assumptions are tested before approval, and checked again when conditions change. It also decides how the decision is resourced, set up and run. Often the structure itself stops the organisation changing course when it needs to.
People
They can’t see themselves in it.
People need to see the why, and see themselves in the change and the vision. When the human side isn’t designed in, they fill the gaps for themselves, often in ways nobody intended, and resistance starts when the change starts to affect them.
Patterns
The old rhythm pulls it back.
The habits, rhythms and unwritten rules of ‘the way we’ve always done it’. Every one had a reason once. Most don’t any more, but they stay, and they quietly stop a new decision from taking hold.
Systems
No space made for the change.
The structures, processes, information and technology a decision has to travel through. Most aren’t set up for the new decision, and people aren’t given the time or space to change them. So workarounds start, the problem travels back up to governance, and the cycle repeats.

How you’d know

Tick the ones you recognise in your organisation. We’ll carry them into your message.

Nobody can say why the results aren’t there.
The decision was made and the work was done, but nobody can trace why the outcome didn’t follow.
Your best people are flat out, but nobody can say what on.
Their time is going on chasing, checking and redoing, not the work itself.
It quietly drops down the priority list.
The decision competes with business as usual, and the people meant to deliver it are already fully committed.
Workarounds become normal, signed off by people who aren’t meant to decide.
The people the old way suits keep it going, so the new decision never fully lands.
Change lasts only as long as the person driving it.
It relies on a few people, not the system. When they leave or go on holiday, the change goes with them.
People can’t see themselves in the decision.
It was announced but never explained, so people don’t know why it matters or what it means for them. Uncertainty turns into resistance.

What fixes it

Prioritise execution: connect the parts, so the decision gets through.

Tell us where your assumptions don’t match reality.