How growing companies eliminate meeting fatigue and empower middle management.
Douglas Kirkland
Principal Advisor
A collaborative culture is admirable, but when collaboration is misunderstood as universal consensus, organizations freeze. Simple operational choices become protracted debates spanning multiple committees.
This dynamic dilutes accountability; when everyone owns a decision, no single person feels responsible for its ultimate outcome.
One of the most potent governance principles is distinguishing between Type 1 (irreversible, high-consequence) and Type 2 (reversible, experimental) decisions.
Type 2 decisions should be delegated as close to the front line as possible, encouraging rapid execution and iterative learning. Executive attention should be reserved almost exclusively for Type 1 commitments that fundamentally impact the company's trajectory.
By instituting explicit frameworks—such as designating who is the single Decider, who must be Consulted beforehand, and who is merely Informed after the fact—organisations eliminate hours of unproductive meetings.
Clarity of decision rights empowers middle leaders, enhances morale, and fundamentally accelerates organisational agility.
Every organisation faces distinct operational constraints and market realities. If you would like to explore how these diagnostic frameworks apply to your business, we welcome an initial consultation.