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Decision routing matrix

Which forum or authority should handle each class of decision?

AccessibleOperationalTeam2 min read
Contents

A practical matrix / portfolio addressing this question: Which forum or authority should handle each class of decision?

The decision it supports

Use the decision routing matrix to compare unlike items without forcing them into one undifferentiated ranking. The working view makes decision class, scope, and risk visible so discussion can move from general opinion to a specific action or decision.

When to map the portfolio

Use the decision routing matrix when a list in decision systems contains materially different cases that should not receive the same response. The matrix is useful only when the anchors for decision class, scope, and risk can be supported with evidence.

How the matrix works

The decision routing matrix is a two-dimensional comparison that gives different positions different management responses. Its core working elements are decision class, scope, risk, and owner. Those elements belong together because each changes how the others should be interpreted or acted on.

Axes and responses

Decision class

Name the decision, the person or body with final authority, the date, and the rationale that should remain visible later. Within the decision routing matrix, connect this entry to scope so the relationship can be reviewed rather than inferred.

Scope

Define what is included, what is excluded, and which boundaries require explicit approval to change. Within the decision routing matrix, connect this entry to risk so the relationship can be reviewed rather than inferred.

Risk

Describe the cause, possible consequence, early warning signal, owner, and proportionate prevention or response. Within the decision routing matrix, connect this entry to owner so the relationship can be reviewed rather than inferred.

Owner

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the decision routing matrix, connect this entry to forum so the relationship can be reviewed rather than inferred.

Forum

Define the intended output, required preparation, decision roles, time allocation, and record created at close. Within the decision routing matrix, connect this entry to required roles so the relationship can be reviewed rather than inferred.

Required roles

Assign one accountable owner and distinguish final accountability from contributors, reviewers, and people who must be informed. Within the decision routing matrix, connect this entry to escalation path so the relationship can be reviewed rather than inferred.

Escalation path

Capture escalation path only at the level needed to answer: Which forum or authority should handle each class of decision? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the decision routing matrix, connect this entry to response expectation so the relationship can be reviewed rather than inferred.

Response expectation

Capture response expectation only at the level needed to answer: Which forum or authority should handle each class of decision? Use observable evidence, name any unresolved judgment, and state what action or choice this entry can change. Within the decision routing matrix, connect this entry to escalation path so the relationship can be reviewed rather than inferred.

Interactive matrix

Route decisions to the smallest legitimate authority

Select a zone to connect its axis position to an interpretation and a practical next step.

Cross-functional or enterpriseScopeTeam or function
Routine or reversibleDecision classReserved or consequential
Selected portfolio zone

Enterprise governance

The decision spans the organisation and carries reserved authority, material risk, or strategic consequence.

Matrix position
top right
What it means

This combination needs the body that can legitimately accept enterprise trade-offs and bind the affected areas.

Use it next

Prepare a decision memo, identify required specialist input, and route to the executive or board-level authority defined in governance.

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