In a large company, the decision-making process begins long before a document reaches the CEO’s desk. Someone selects the data, prepares the report, and decides whose input to include.
The director may believe they see the whole picture, when in fact they have received only part of the information. A missing figure or a warning that wasn’t passed on can narrow the options so much that only one solution seems reasonable.
This isn’t always driven by a hidden agenda. A poorly structured flow of information, a habit of reporting only good news, or the belief that a certain detail isn’t important to top management are enough. The result is the same: decisions are made based on an incomplete picture.
Therefore, when I try to understand how a certain system is run, it is not enough for me to see who signs off on decisions. It is also important to know who prepares the information, who can verify it, and whether people have the space to voice what does not fit into the pre-determined conclusion.
The responsibility for signing the decision rests with the decision-maker. Part of that responsibility is to verify how the information they consider to be facts reached them.
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