Decision bottlenecks: find where the waiting begins.
A practical way to clarify decision rights, assess the cost of delay and move critical work forward.
Start with one real decision.
A decision bottleneck occurs when an issue is ready for a decision but remains unresolved. Separate missing information from missing authority: an incomplete business case needs evidence; a complete case without an accountable decision-maker needs clear decision rights.
Review three recently delayed decisions. Record when each became ready, who could decide, when the decision was made and where the issue waited. Look for repeated patterns before redesigning the process.
Make the cost visible.
Start with observable consequences: repeated meetings, additional follow-up and avoidable rework. Delayed revenue or lost opportunities require separate evidence and should not be treated as automatic savings.
Illustrative calculation, not a client result: five people × two extra hours × an agreed internal rate of €80 = €800 of committed working capacity. This is not necessarily a cash loss or a recoverable saving.
Use a concise decision brief.
Specify the question, realistic options, key assumptions, decision-maker and deadline. Identify who must contribute information and who will implement the decision. Existing governance and required approvals still apply.
Test the approach on one recurring decision type. Review both speed and quality: faster decisions are not useful if preventable errors repeatedly force them to be reversed.
Match the response to the cause.
Apply this decision guide to three genuinely delayed decisions. Record the cause before scheduling another coordination meeting.
| Observation | Next clarification | Evidence |
|---|---|---|
| The information is incomplete. | What information does this decision require, and who will provide it by when? | A complete decision brief with a date. |
| The information is ready, but no one decides. | Who has the authority to decide, and within what limits? | A named decision-maker, deadline and escalation path. |
| The decision is made, but implementation does not begin. | Who accepts the outcome, with what capacity and first milestone? | An accepted assignment and a verifiable first deliverable. |
A practical working model from CoReLift. The examples are not client results. Test assumptions and effects using data from your own business.