There’s a decision behind the problem that keeps coming back.
Describe it in your own words. We identify the decision behind it, ask only the questions that matter, and give you a Decision System Brief.
It sounds like an operational complaint. It’s almost always a decision.
Three real descriptions, unedited.
“Any purchase above five thousand has to come through me, and I’m the bottleneck. Requests arrive by email, sometimes on Teams, and I have no way of knowing what’s pending without going around asking.”
Which purchases really need me, and which can move without coming through here.
“We forecast sales every month and nobody takes it seriously, including the people who make it. By the end of the quarter we’re always 20% off. Then Finance decides payments based on something it doesn’t believe in.”
Not the forecast — what changes in response to it. Which payments to approve on a number nobody trusts.
“Each salesperson gives whatever discount they see fit. When I ask why that client got another 8%, the answer is ‘they’re a long-standing client’. We only notice the margin at month-end close.”
What discount can be given to which client, and where each salesperson’s limit sits.
The Brief answers three questions — side by side, never combined.
Is this worth redesigning?
How often this decision happens, what it moves when it goes well, and what it costs when it doesn’t.
Could it be redesigned today?
Whether the logic is written down, whether the data exists, and who would have to agree before anything changes.
How much of this decision could a system make?
From recommending to deciding. When missing answers could only lower the level, the Brief says at most.
The Decision System Brief
A document made to circulate internally — the one you show a colleague or your boss to make a case. It prints on A4.