A scale-up eventually requires more decisions than the founders or executive management can make personally. Full calendars are only one sign. Projects wait for approval, managers escalate routine issues and teams become cautious whenever a situation does not fit the usual pattern.
The answer is not simply to “delegate more”. Recurring decisions, roles and dependencies first need to become visible. Only then can you determine who decides, which guardrails apply and when escalation is genuinely necessary.
Together, we develop a robust decision-making structure. It defines clear areas of responsibility, a small number of binding rules, appropriate information flows and routines for reviewing and improving decisions.
Christoph Petry contributes business psychology, systemic organizational development and coaching. Christian Farin adds expertise in auditing, finance, governance and IT security. Together, these perspectives treat delegation as a leadership, management and risk issue.
This speeds up day-to-day work and gives executive management more time for the decisions that genuinely require their involvement.