Every report says green, until the operating review shows a miss worth millions. Decided checks in with the people doing the work each week and flags what's red early.
"Every deck I got was green. Then we missed the quarter by eleven million. My managers knew in week three. With Decided, I hear it in week three too." How Decided helps:
Status climbs three or four layers, and each one makes it greener. The people doing the work know what's red. Most won't say so up the chain.
Your managers tell Clara what they won't put in a status report: the launch that's waiting on a supplier, the target nobody believes. You hear it in week three, not at the operating review.
Five priorities leave the executive floor. By the time they reach the front line, they're down to one, or none. See, team by team, who's on your plan, who's still on last year's, and which other unit they're waiting on.
The org chart changes in a week. The work changes much later, or not at all. See which decisions nobody has owned since the reorg or the deal, and give each one an owner.
Clara has a short weekly voice check-in with your managers and key people. She asks what changed, what's stuck and what needs a decision. Before the first one, you agree with HR, legal and your leaders on who sees what.
Your priorities next to what each team says it's working on. You see where the plan held through the layers and where a team runs its own version.
What changed, what's red, which decisions are waiting on you. You and your direct reports work from the same facts, in your staff meeting and at the operating review.
At the next check-in Clara asks if the decision was made and who's doing the next step. It stays open until the work moves, not until the slide turns green.
Every launch report was green. In their check-ins, managers in three teams said the new line was waiting on a supplier contract nobody had signed since the reorg. The GM made the call at the next staff meeting, and the quarter landed on plan.
The org chart was done a month after the acquisition. Check-ins showed two sales teams still quoting two price lists, and nobody owning renewals. The SVP set one list and one owner, and the next round of check-ins confirmed both teams had switched.
By the time a miss reaches the operating review, the quarter is already spent on the old plan. Your managers see it first. Hear it while it's still a decision, not a miss.
No. Decided works best when one executive owns one org and one question: a business unit, a reorg or an integration. Start there, then decide whether it goes wider.
Not as a first step. If you need one program across every division from day one, we're not the right fit. If you own an org of a few hundred people and need an answer this quarter, we are.
On the first call. Bring your security and procurement questions and the people who review them, and we go through them before anything starts.
Who gets a check-in, what Clara asks and who sees what. You agree on it with HR, legal and your leaders before the first check-in, and nothing starts until they have.
That's the point of agreeing on the rules first. Everyone hears who sees what before the first check-in. Leadership sees patterns across teams, never what one person said, and Decided doesn't score or rank anyone.
No. Your PMO tracks milestones and the review checks the number. Decided adds what the people doing the work say each week, so the review starts from facts.
One org, one question, one round of check-ins and one brief. Then you decide whether to widen it.
One call to pick the org, the question and the people, and to go through your security review.
