Operations Decision Latency (Charlie/Kristin's Domain)
Executive Summary
- Issues tracked: 49
- Issues executed: 49 (100.0%)
- Average total latency: 35.2 days
- Median total latency: 20.0 days
- Trend: improving
Key Performance Indicators
- Problem → Decision: 14.8 days (average)
- Decision → Execution: 20.5 days (average)
- Stalled decisions: 0 issues decided but not yet executed
By Sub-Domain
Training (Steve's domain) — 19 issues
Primary focus: Customer onboarding, product training, support enablement
- Average latency: 17.5 days
- Median latency: 14.0 days
- Problem → Decision: 8.5 days
- Decision → Execution: 9.0 days
- Execution rate: 100.0%
Top recurring themes:
- training: 14x
- customer support: 2x
- battery/charging: 1x
- firmware/updates: 1x
Finance (Charlie's domain) — 9 issues
Primary focus: Pricing strategy, cash flow, budgeting, financial planning
- Average latency: 92.8 days
- Median latency: 93.0 days
- Problem → Decision: 29.7 days
- Decision → Execution: 63.1 days
- Execution rate: 100.0%
Top recurring themes:
- pricing/finance: 8x
- version migration: 2x
Customer Support (Tin's domain) — 30 issues
Primary focus: Issue resolution, customer communication, technical support coordination
- Average latency: 27.5 days
- Median latency: 19.0 days
- Problem → Decision: 14.0 days
- Decision → Execution: 13.5 days
- Execution rate: 100.0%
Top recurring themes:
- process improvement: 14x
- training: 14x
- customer support: 4x
- firmware/updates: 2x
- pricing/finance: 2x
Sales/Admin (Kristin/Carmee) — 21 issues
Primary focus: Sales processes, administrative systems, workflow optimization
- Average latency: 26.6 days
- Median latency: 25.0 days
- Problem → Decision: 14.0 days
- Decision → Execution: 12.6 days
- Execution rate: 100.0%
Top recurring themes:
- process improvement: 17x
- customer support: 2x
- firmware/updates: 1x
- connectivity: 1x
Temporal Trend
Evolution of decision latency over time:
- 2024: 46.1 days average
- 2025: 32.3 days average
- 2026: 7.0 days average
Analysis:
Operations decision velocity is improving over time. Recent operational decisions are being executed faster, indicating better processes and team alignment.
Recurring Issues
Issues that appear most frequently in operations domain:
- process improvement: 17x occurrences
- training: 14x occurrences
- pricing/finance: 8x occurrences
- customer support: 4x occurrences
- firmware/updates: 2x occurrences
- version migration: 2x occurrences
- connectivity: 1x occurrences
- battery/charging: 1x occurrences
Stalled Decisions
Issues where a decision was made but execution has not yet occurred (0 total):
No stalled decisions in operations domain.
Recommendations
1. Training Domain (Steve)
- Volume: 19 training-related issues tracked
- Average latency: 17.5 days
- Action: Standardize training delivery process to reduce setup/coordination time
- Action: Create self-service training resources to reduce Steve's direct involvement for basic onboarding
- Action: Implement post-training feedback loop to catch issues before they escalate to support
2. Finance Domain (Charlie)
- Volume: 9 finance-related issues tracked
- Average latency: 92.8 days
- Action: Pricing decisions have long execution cycles (93 days avg); create pricing decision matrix to speed approvals
- Action: Cash flow issues recur frequently; establish proactive cash forecasting to prevent reactive decisions
- Action: Separate strategic pricing (Charlie) from quote execution (Carmee) to reduce decision bottlenecks
3. Customer Support Domain (Tin)
- Volume: 30 support-related issues tracked
- Average latency: 27.5 days
- Action: Many support issues escalate to engineering; create triage protocol to route issues correctly from first contact
- Action: Customer-reported issues take 14 days to reach decision; empower Tin with decision authority for common issue types
- Action: Build knowledge base from resolved issues to enable customer self-service
4. Sales/Admin Domain (Kristin/Carmee)
- Volume: 21 process/admin issues tracked
- Average latency: 26.6 days
- Action: Process improvement decisions are frequent; prioritize automation to reduce manual overhead
- Action: Sales/ops handoffs show latency; clarify ownership boundaries between Kristin (sales) and Carmee (fulfillment)
- Action: Establish weekly ops review to catch process bottlenecks early
5. Overall Operations Velocity
- Problem → Decision: 14.8 days — Opportunity: Reduce by empowering sub-domain owners with clearer decision authority
- Decision → Execution: 20.5 days — Opportunity: Many execution delays are due to coordination overhead; batch similar tasks
- Cross-functional dependencies: Many ops issues require engineering input (see Cross-Domain Analysis)
6. Capacity Planning
- Operations team is handling 49 issues across multiple sub-domains
- Action: Evaluate if current team capacity matches issue volume, particularly in training and support
- Action: Consider specialized roles vs. generalists based on issue clustering by sub-domain