Flagship service
Corporate governance
Who decides what, how a decision is recorded, and how it is followed: sized to a company of forty people or a public entity of four hundred.
Flagship 01Scores the dimension Decisions and governance
Who this is for
- A founder-led company where every decision still runs through one or two people, and those people are the bottleneck.
- A board or committee that meets, discusses, and leaves without a decision anyone can point to.
- A government or semi-government entity that must show how its decisions are made, and would rather the showing be simple.
The problem as we see it
Most governance problems are not a lack of rules. They are rules written for a larger or more formal organization, adopted whole, and quietly ignored because they do not fit. The charter is on file; the decisions happen in the corridor.
The opposite failure is as common: no written way at all, so every decision is renegotiated, and the organization's memory lives in a few heads. When one of those people leaves, so does the memory.
What works is a small set of decision rights, a meeting rhythm people keep, and a record that takes minutes to maintain. The set is different for a company of forty and an authority of four hundred, which is why we measure before we design.
What we do
The five stages of Fit-to-Maturity, and what each one does for this practice. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We read what exists, interview the people who decide and the people who wait for decisions, and score the Decisions and governance dimension honestly.
- 02
Fit
Decision rights on one page, the committees that are needed and no more, the agenda and record each one keeps, and the thresholds that send a matter up or keep it down.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
The committees meet on the new rhythm for two or three cycles. We sit in, adjust the thresholds that turn out wrong, and remove what nobody uses.
- 04
Hold
The secretary or coordinator runs the record; we coach from the side and review after the first quarter.
- 05
Revisit
Each quarter, or when the organization changes size or ownership: which decision rights moved, which rules are skipped, and whether the next level is worth its cost.
Sample deliverables
- A decision-rights matrix on one page
- Committee charters, each on a page
- Agenda and minutes templates with a decision log
- An escalation and delegation ladder
- A first-quarter governance review note
Samples, shaped to each engagement.
Engagement models
Three ways to engage. No prices on this page: the scope, and the price with it, is set after the discovery call, in a proposal with options.
Diagnostic
A maturity profile, a one-page finding and a roadmap with options, in a short first engagement. Useful on its own, and the first stage of everything else.
Build
One practice designed to the level and run on real work until its owners can carry it, on a timeline set by the size and complexity of the organization. The design group's time is the main cost on your side.
Alongside
A light, continuing presence after a Build, or beside a leadership team that wants a second pair of eyes each quarter. Sized to what the leadership team needs, and reviewed each quarter like everything else.
How we start
- 01
A 30-minute discovery call, where you describe the situation and we ask questions. No slides.
- 02
A written note of what we heard, within a few days, so you can correct us before we propose anything.
- 03
A proposal with options, sized to the maturity we expect to find, with the Diagnostic as the smallest one.
Related insight
Good governance without losing speed
Governance slows a business down when it is built as a chain of approvals. Built as clear decision rights and a few firm boundaries, it is what lets people move fast without having to ask.
The two other flagships
- Flagship 02
PMO and portfolio management
A PMO set up and started to serve your portfolio rather than police it, a portfolio you can fund and staff, and project management when you need it.
Scores the dimension Portfolio and PMO
- Flagship 03
Change management
A change approach sized to the people who will live with the change, so it lasts after the project team has gone.
Scores the dimension People and change