The decision was easy to undo. You ran it like it wasn’t.

Most firms have one decision process and apply it to everything: which shows up as slowness on the small calls and carelessness on the ones that stick.

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A software subscription worth a few thousand a year takes two months, three meetings and a comparison spreadsheet nobody reads twice. A senior hire, six figures of committed cost, a reporting line rearranged around them, a promise made to someone who resigned a job to accept it, goes through in a fortnight, because the candidate was impressive and available and the vacancy was hurting. Both decisions received the process the calendar allowed rather than the process their consequences warranted. When leadership teams diagnose this, they usually pick one symptom: we’re…

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