Building Your Organization's Decision-Making Capability (Lukas Klose)

Most of what we do - as Scrum Masters, coaches, product managers, leaders — is either making decisions or supporting the people who do. What changes when we treat that as the actual job?
Knowledge work is, in the end, decision work. Every team makes hundreds of decisions a day - what to build, what to skip, who to involve, when to escalate, how to recover when things go sideways. Yet most organizations carefully manage the methodology around those decisions long before they manage the capability to make them well.
This session offers a different lens. We'll look at decision-making as a measurable, improvable organizational capability — drawing from Mission Command, MIT CISR's research on decision rights, the NATO C2 maturity model, McChrystal's Team of Teams. We'll walk through what a decision actually is, examine where organizations leak quality and speed, and build a mini maturity model together at the individual, team, and organization levels.
You'll leave with: a methodology-agnostic lens for assessing decision-making in your organization, language that travels into your CEO's office, and a sharper answer to the question of what you're really being hired to improve.

## Bio

Lukas Klose has been helping organizations across North America unleash the power of their workforce since leading Electronic Arts' agile transformation in 2012. As founder of Lightbox Coaching, he has worked with enterprises including Royal Bank of Canada, HSBC, WorksafeBC, and the Federal Reserve Bank of New York. He leads the Agile Leadership Program at UBC's Sauder School of Business and holds the Scrum Alliance's CTC, CEC, and CAL credentials, alongside SPC, KMP I, and PMP. He writes and speaks about how organizations build decision-making capability as a strategic asset.