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. EXECUTE A.

Thinking Like Your Boss

What does an organisation do with a decision once it has been taken?

A decision that is not yours

You will work neither on your company, nor on your organisation, nor on any of your files.

A company is given to you. Its business model is set. A strategic destination — A — is decided.

At the stage entrusted to you, your expertise must allow A to continue on its trajectory.

The distance is deliberate. It makes it possible to observe decision mechanisms before habits, internal histories, hierarchical relationships or knowledge of the “real file” come in to explain what happened.

The leader can come with their team: they live the same experience and then look together at what they did.

Then the organisation goes to work

Finance, Legal, Risk, Compliance, HR, operations, strategy: each then works with their expertise, methods, processes and responsibilities. The question is not whether each does their job correctly. It is to look at what the exercise of these jobs does to A.

Does expertise equip the strategy so it can cross the constraints it meets? Or does its own frame end up covering it?

Does expertise equip A? Does it produce the information, options and conditions that let the decision pursue its trajectory? Or does it gradually begin to cover it?
Is a process applied as a means of executing the decision — or does it itself become the destination?
When a step in the process harms the business model you were asked to protect, does anyone see it? Does anyone say it?
Who then owns the decision to continue, to modify A or to decide another?

Observe before correcting

Thinking Like Your Boss is not an assessment. It does not seek to identify “good” and “bad” members of a team. It places the leader and their team in a situation outside their organisation so that they can observe together how they work around a decision.

What appears may be perfectly functional. It may also reveal a trajectory that bifurcates, a function whose position deserves review, an expert output that does not sufficiently equip the decision, or a piloting rule left implicit.

These are observations. They then make it possible to know where to work, if work is needed.

The place we work

Quinta do Griffo · Colares, Portugal

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