YOU WONDER ?

La décision exécutive sous trois contraintes

La stratégie que le dirigeant doit réaliser.
Les prescriptions normatives qui encadrent son activité.
Une organisation contemporaine qui distribue les droits de décider et valorise l’autonomie des fonctions.

Leur conjugaison peut priver le dirigeant de la maîtrise effective de sa décision, alors même qu’il demeure responsable du résultat.

Pixel mortComprendre le phénomène

01Décider quoi, au juste ?Quelle part de décision reste effectivement au dirigeant ?→02Qui décide quoi ?Délégation, droits de décision, centres de gravité alternatifs.→

Pixel alluméVous savez que vous devez agir. Reste à savoir comment.

03Piloter quoi, en fait ?Faire de la décision exécutive un objet pilotable.→05Arbitrer quoi, au quotidien ?Exercer l’arbitrage sur ce qui compte pour le mandat, y compris ce qui ne remonte pas spontanément, sans se substituer aux fonctions.→

STOP WONDERING

De ces questions au travail concret.

À The Quinta, ces questions se travaillent sur votre situation. Une restructuration peut en être l’occasion ; elle n’est qu’une situation parmi d’autres. Ce n’est pas nécessairement un problème de leadership, de communication ou de personnes.

Trois dimensions du travail

Prendre la décisionOptions, arbitrages, conditions et conséquences.

Tenir la décision dans sa trajectoireCe que devient la décision en traversant l’organisation.

Installer les conditions de l’exécutionCe qui doit être organisé pour que le résultat attendu soit produit.

Travailler à The Quinta →

Un lieu pour travailler sur une décision, une architecture ou une difficulté concrète.

EN →

YOU WONDER?

The executive decision under three constraints

The strategy the executive must deliver.
The normative prescriptions that frame the business.
A contemporary organisation that distributes decision rights and prizes the autonomy of functions.

Together they can deprive the executive of effective control over their decision, even though they remain answerable for the result.

Dead pixelUnderstand the phenomenon

01Decide what, exactly?How much of the decision actually remains with the executive?→02Who decides what?Delegation, decision-making authority and alternative centres of gravity.→

Lit pixelYou know you must act. The question is how.

03Pilot what, in fact?Making the executive decision something that can be piloted.→05Arbitrate what, day to day?Arbitrating on what matters to the mandate, including what does not surface spontaneously, without displacing the functions.→

STOP WONDERING

From these questions to concrete work.

At The Quinta, these questions are worked on your own situation. A restructuring may be the occasion; it is only one situation among others. It is not necessarily a problem of leadership, communication or people.

Three dimensions of the work

Take the decisionOptions, arbitrations, conditions and consequences.

Hold the decision on its trajectoryWhat becomes of the decision as it crosses the organisation.

Install the conditions of executionWhat must be organised for the intended result to be produced.

Work at The Quinta →

A place to work on a decision, an architecture or a concrete difficulty.

FR →

LEAD or FOLLOW

DECIDE A. HOLD A.

Piloting & Trajectory Review

Seeing your piloting at work, on your own decisions.

You bring three files.

Three real decisions. Three trajectories advanced enough to look at what actually happened between what you decided and what the organisation handed back to you.

The question is not only whether you obtained A. It is to understand how you piloted to obtain it — or what, in your own piloting, allowed the trajectory to move away from it.

Looking at what you already do

An organisation also learns from the way its leader pilots it. What they ask for. What they let rise to them. What they arbitrate and what they let be arbitrated elsewhere. The expert outputs they accept. The gaps they question — or not.

But also what they measure, what they praise, what they reward and what they promote.

A leader can disapprove of a behaviour while having built the conditions that reward it. Conversely, they can regularly obtain A without having yet identified what they do that makes A hold.

The review works on both.

On each file, we look in particular at:

what had actually been decided;
what the expert functions had understood of that decision;
what they produced to equip it;
what came back up to the leader and in what form;
where the arbitrations took place;
how gaps were handled;
which behaviours the piloting system actually encouraged;
what allowed A to hold when it held.

The aim is not to establish an abstract model of the “good leader”. It is to make your own piloting visible.

From practice to piloting system

What works intuitively with you must be able to become conscious. What depends today on your personal vigilance must be able to be organised. What allows your expert functions to equip your decisions properly must be able to be identified, repeated and passed on.

Could your second pilot this organisation the way you want it piloted?

Not because they resemble you. Because what you do to hold a decision has become explicit enough to be transmissible.

The place

Quinta do Griffo · Colares, Portugal

Format, fees & practical details on request. Write to us