Organizations don’t stall because they lack talent or ideas. They stall because decision-making is unclear. Authority is ambiguous, decisions are revisited, escalation becomes the norm, and governance either feels overly restrictive or completely absent.
SVA’s Decision Governance offering helps define how decisions are made, who owns them, and how governance supports — rather than slows — execution. We design decision frameworks and governance models that create clarity and accountability across the organization, with an eye toward speed.
This work ensures that your team can act decisively while maintaining appropriate oversight, compliance, and risk management.
Here’s how you’ll benefit from our approach
Increase decision speed and confidence
Clarify decision rights and accountability
Design governance that enables execution
Reduce rework and repeated decision cycles
Support compliance without creating bottlenecks
OUR APPROACH
Control decision-making without slowing business down
We assess current decision-making practices, escalation patterns, governance structures, and pain points to understand where decisions stall, duplicate, or break down.
We design decision governance models that clarify decision rights, roles, forums, and escalation paths. This includes defining which decisions matter most and how they should be governed.
We help embed decision governance through operating models, leadership behaviors, change management, and performance measures to help ensure governance is adopted and sustained.
Frequently asked questions
No, effective governance reduces friction by clarifying authority and eliminating unnecessary escalation.
Operating models define how work gets done. Decision governance focuses specifically on how decisions are made within that model.
No. While executives set governance direction, decision clarity is essential at every level of the organization.
As organizations grow or change, decision-making complexity increases. Clear governance prevents confusion and execution risk.
Yes. We often focus first on high-impact or high-risk decisions before expanding governance more broadly.
