Global Financial Services — Regulatory Transformation

Decision authority breakdown at the ExCo level during regulatory-driven transformation

Decision ComplexityOperating Model DriftTransformation GovernanceRegulatory Context

The Situation

A governance problem presenting as a programme problem.

A global financial services organisation was eighteen months into a major regulatory compliance transformation — one of the largest programmes in the firm’s recent history, with a hard regulatory deadline and significant reputational exposure. The programme was behind schedule. The stated diagnosis from internal programme management was resource constraints and scope complexity. The actual problem was different. Decision authority at the Executive Committee level had become unclear in ways that were paralysing the programme without anyone being able to name precisely what was happening.

The Diagnostic

Operating model drift had created structural ambiguity that the programme couldn't resolve.

The Leadership Clarity Diagnostic identified the structural condition within the first two weeks. The firm had undergone two significant leadership changes and a strategic repositioning in the three years preceding the transformation programme. The operating model documentation had not kept pace. The programme’s escalation structure was routing decisions to an authority configuration that had drifted from the one documented. Different ExCo members held genuinely different beliefs about who owned what.

The Architecture

Decision authority redesigned from the current configuration, not the documented one.

RT’s governance architecture work addressed the structural condition directly. Beginning with the ExCo’s current composition and authority configuration — not the documented one — RT designed a decision authority framework specific to the transformation programme’s decision categories. The framework was specific, named, and owned. Each ExCo member understood their authority and its limits. The programme board understood what it could decide without escalation.

Outcomes

Governance clarity

Decision authority made explicit and owned across all programme-critical categories within six weeks of architecture delivery

Escalation reduction

ExCo escalation volume reduced by approximately 70% within the first quarter following implementation

Escalation reduction

ExCo escalation volume reduced by approximately 70% within the first quarter following implementation

Structural durability

Governance architecture adopted as the basis for the firm’s ongoing operating model redesign beyond the programme

Related Insights