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CTO 30-Second Mindset Shift: If Decisions Keep Escalating, the Design Is Wrong

If your executive team is re-deciding routine operational matters, this is the architectural flaw quietly slowing your transformation.

Author

Glenda Carnate
February 17, 2026

Read time: 2.5 minutes

CTO saw a pattern. High-performing directors consistently escalated many smaller decisions (e.g., vendor approvals, scope changes, and hiring trade-offs). The instinct was to question the individual’s judgment or capability. Performance reviews were not the issue.

The real issue was structure. Decision rights were not well defined, risk levels were not defined, and financial guardrails were unclear. Therefore, individuals would default to escalating their decisions. Escalation was not an indication of incompetence but rather of an unclear operational model.

Alter the Design, Minimize Escalation

1. Create an explicitly defined Decision Matrix

Determine:

  • Who recommends

  • Who decides

  • Who should be consulted

  • Who is to be notified

There can be no ambiguity.

2. Quantitative Thresholds for Risk

Develop tangible metrics that will serve as limits:

  • range of allowable budget variances

  • maximum revenue impact

  • supposing compliance triggers

By not quantifying risks, escalation becomes emotionally driven.

3. Matching Authority to Accountability

If you are responsible for results, you will also be responsible for making decisions.
If an executive is continuously making area decisions, it will reduce accountability and slow response time.

4. Enforce the Owner

Once you specify ownership, you must defend that ownership.
You will need to reverse-escalate any issues that fall outside your authority.

5. Ask the Board-Level Question

Before the next review meeting, you should ask yourself the following question:
Is this an operating failure or a failure of the operating model design?

The answer to this question will determine everything going forward.

💡Key Takeaway: 

When decisions keep being escalated, it usually isn't about ability... it's about design. Acceleration calls for defined decision rights, quantified risk limits, and enforcement of ownership. Reducing friction is not just about having clarity but it also creates the ability for things to move quickly.

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