Who Actually Owns the Decision? (Spoiler: Usually Nobody)
Recently, Olly Jay raised a few fundamental questions that have been on my mind ever since. They point directly to a systemic flaw we accept far too quietly in corporate life: the vacuum of ownership.
Don't get me wrong: I actually love processes.
When applied right, processes and policies act as necessary guardrails. They maintain high standards, ensure consistency, and create operational stability across an organization.
The catch? Every policy also strips away a degree of personal autonomy.
When we rely solely on pre-written steps, we stop thinking for ourselves. We trade critical judgment for compliance. Following a checklist requires zero courage—and zero ownership.
And that’s where the hiding begins. I see it every day across departments and hierarchy levels:
A problem arises? "There’s a policy for that."
A tough decision is needed? "We need to align in the steering committee first."
A project stalls? "We are still waiting for feedback from HQ."
We have built sophisticated processes that double as hiding places. We constantly confuse activity with accountability.
Real ownership doesn’t mean ignoring processes, nor does it mean waiting until a decision is 100% safe. Real ownership means using guardrails for efficiency, but stepping up with personal judgment when the situation requires it.
If we look into the mirror, we need to ask ourselves:
Are we making decisions—or just managing procedures?
Do we take responsibility for outcomes—or do we search for systemic excuses when things go wrong?
Do we act as true drivers—or merely as executors of someone else's agenda?
Ownership isn’t a title on a business card. It’s a mindset. It means having the courage to say: "I’ve got this." Even if it means being wrong occasionally.
Be honest: Where in your daily work do you see process replacing real ownership?
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