Centering Decisions Where the Work Happens

A rapidly scaling organization had reached a breaking point. Headcount and initiatives had grown quickly, but so had bureaucracy. Strategic choices were concentrated at the central office, leaving delivery teams caught in bottlenecks and disconnected from decisions that directly shaped their work. Longstanding “sacred cows” slowed progress, and the agility that once defined the organization was slipping away.

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Andes’ Role

We worked with the executive leadership team to redesign the operating model so power and decision-making sat closer to the work. Instead of adding new layers, we focused on stripping back what was slowing them down and re-centering authority at the source:

• Clarified decision rights so project teams could act with confidence, without waiting for top-down approval.

• Designed operating rhythms that connected strategy discussions with the people executing on the ground.

• Built a role clarity framework that gave teams ownership while keeping the larger system aligned.

The new model rebalanced power: leadership still set direction, but the real authority to drive decisions and execution moved to those closest to the work.

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The Outcome

Within months, strategy conversations naturally included project sponsors, decisions moved faster, and teams reported feeling trusted to lead. The organization shifted from defending old ways of working to building an operating model designed for agility, clarity, and growth.

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The Bigger Picture

Scaling isn’t about how many people you add, but how power flows. When decisions remain locked at the top, complexity multiplies. By centering clarity and authority with delivery teams, organizations stay fast, inclusive, and aligned, even as they grow.