13.1. Diagnosing the Problem
The team began by tracking a series of decisions (related to matters ranging from strategy and operations to talent management and pricing) as they made their way through the organization. All the while, the team recorded the duration and ultimate result of each participant's involvement in these strategic decisions. The team then built decision-process maps based on the findings. Figure 13.1 depicts the kinds of information gained from this process.
These efforts revealed troubling news. For one thing, decisions at Cedarwood tended to involve too many people—perhaps a legacy from the company's start-up days, when everyone had a hand in all decisions. In addition, many decisions (minor and major alike) escalated ...
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