December 2015
Intermediate to advanced
280 pages
6h 20m
English
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Chapter 7
Devolving decision making
Devolving decision making is a critical element in making the transition to a more distributed and connected style of leadership. It’s also one of the more difficult, since it is natural for leaders to want to retain power in an organisation in order to control outcomes.
In this chapter we look at why pushing decision making further towards the customer is becoming such a prominent issue and how it plays out at the organisational level. An empowered culture and engaged colleagues are at the heart of this transformation, which needs to be based on providing sufficient management information, robust processes, creating a climate of trust and building capability.
Rethinking the balance of power
A husband and wife ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.