Design of the agenda, cadence and method with which a board decides. Quarterly war-rooms. Value Creation Plans. Thirty-five years in real boardrooms.
Most boards do not fail for lack of information. They fail for lack of method: agendas that review the past instead of deciding the future, debates that end without an owner or a deadline, and a relationship with executive management that swings between automatic validation and distrust.
Decision Architecture is the Boardcraft application that redesigns that system — what enters the agenda, in what order, with what evidence, who decides what and by when — until the board becomes a body that decides and not only one that oversees.
I do not replace the board or management. I rebuild the mechanics with which both meet.
When I get called
The board has spent three sessions discussing the same decision without closing it.
The relationship between the chair and executive management has become the organization's bottleneck.
Something irreversible must be decided — a sale, a capital raise, a change of model — and there is no process to do it.
What I deliver
Redesign of the board agenda and annual decision calendar
Quarterly war-rooms on open decisions
A Value Creation Plan with an owner, deadline and metric for each lever
How it is measured
Average time between a decision entering the agenda and closing
Share of the session spent deciding versus reporting
Percentage of decisions with an owner, deadline and metric assigned on leaving the room
A board that only validates the CEO is not fulfilling its function.
Comparison table
| 01Decision Architecture | 02Strategy & Value Creation | 03Governance & Succession | |
|---|---|---|---|
| Question it answers | How does this board decide? | Where and how do we create value? | What will happen when I'm no longer here? |
| Counterpart | Chair and board | Board, management and investor | Ownership and family |
| Horizon | Quarterly and annual | Thirty-six months | Generational |
| Central deliverable | Value Creation Plan and decision cadence | Decision map and quantified trade-offs | Family protocol and transition plan |
| Primary indicator | Decisions closed with an owner and deadline | Return on capital employed | Signed rules and a board with independents |
Board Diagnostic
What is your board deciding this week?
The Board Diagnostic is a structured conversation about a specific decision your board has open. It is not a proposal of services.
Every request is reviewed personally by JVI.