Ideas From the thinking behind Omnicomplexity
The say belongs where the facts are
In most organisations, the authority to decide and the ability to see the work have drifted apart. The people closest to the facts write a report and send it upward. Someone further away, holding a thinner version of the picture, makes the call.
They could see exactly what should be done and had no permission to do it, which is, I have come to think, about the most demoralising position there is in working life.
That gap has a price in speed, in the quality of the decision, and in the people you can least afford to lose. Closing it is not another layer of reporting or a better dashboard. It is moving the say back to where the facts already are, and holding to that the first time it costs you something.
So it is worth asking, plainly: who in your own building actually holds the facts, and how far from them does the say sit?
Moving decisions to where the facts live is the first thing we do inside an engagement, too. See how that works in practice.
This is the argument of the book. Omnicomplexity follows it through real organisations, all the way to what to do on Monday.