The Art of CTO Decision Velocity Framework classifies engineering decisions by reversibility and impact scope, diagnoses organizational bottlenecks, and generates delegation models that match decision authority to the right level.
Are we slow because of decisions, not technology?
Decision friction diagnosed, decisions classified, and a delegation model.
About 15 min · Planner · Free
About this toolWhy it matters, common mistakes, FAQ
Is Your Organization Slow Because of Decisions — Not Technology?
Decision friction is invisible but devastating. A 2-week approval cycle on a reversible technology choice costs more in delayed value than the wrong choice would have cost to reverse.
Most organizations default all decisions upward. The CTO reviews library choices. The VP approves tooling purchases. Three meetings to decide on a testing framework. The result is leaders drowning in low-stakes decisions while high-stakes decisions wait in queue.
Questions CTOs ask
- What is the difference between Type 1 and Type 2 decisions?
- Amazon popularized this framework: Type 1 decisions are irreversible and high-impact — they require careful analysis and senior decision-makers. Type 2 decisions are reversible — they should be made quickly by individuals closest to the context. Most organizations treat too many decisions as Type 1, creating bottlenecks. The fix is explicit classification: "Can we reverse this easily? Then just decide." In practice most decisions are Type 2; the discipline is reserving heavyweight process for the genuinely irreversible minority.
- How do you reduce decision bottlenecks in engineering?
- Three strategies: (1) Document decision authority — create a clear matrix showing which roles decide what, eliminating the "ask the CTO" default. (2) Implement async decision processes — RFCs and ADRs let teams propose and decide without scheduling meetings. (3) Set decision SLAs — if a decision is not made within the SLA, the proposer is authorized to proceed. Most decision delays come from unclear authority, not from the decisions being genuinely hard.
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