What is RAPID, which enables large companies to make quick and efficient decisions?
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The key to the success of Amazon's CEO Jeff Bezos is that 'the ability to make quick decisions ', but there is no human resource like Bezos in any organization. That's why Bridgespan Group , a nonprofit organization whose main business is consulting for charities, is advocating an organizational concept called RAPID that leads to quick decision-making by organizations.
RAPID Decision-Making: What It Is, Why We Like It, and How to Get the Most Out of It | Bridgespan
https://www.bridgespan.org/insights/library/organizational-effectiveness/rapid-decision-making
Bridgespan Group advocated the 'RAPID' is an element of decision-making by the organization 'recommendation (R ecommend),' 'approval (A pprove)', 'execution (P erform)', 'Input (I nput),' 'decision ( D ecide) ”. This does not mean that decisions are made in the order of “recommendation, approval, execution, input, and decision”. The purpose is to realize. Of consultants that article contributed the 'RAPID' to Bridgespan Group John Hajetto says, by carving a decision for each element, who is to clarify whether you are involved in any element of the decision-making, efficient the objectives of the organization It is possible to carry out.
One of the successes of introducing RAPID is Aspire Public Schools, a school corporation that operates as many as 40 schools in the United States. Aspire Public Schools did not adopt RAPID at the time of its establishment, but rather the motto is that all employees, from staff involved in running a corporation to teachers at educational sites, are responsible for running Aspire Public Schools. I was Aspire Public Schools has successfully expanded its organization in this way, setting up 17 schools just eight years after its launch in 1998. However, as the organization grew larger, the responsibility for decision-making became ambiguous, and the operation of the organization was stalled. Aspire Public Schools CEO Don Charvey decided to introduce RAPID.
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Specifically, the following table was created, and the person in charge of each element was determined for each project that required a decision. For example, in the `` decision of teaching materials '' shown in the first red frame, the CEO of the headquarters, the vice president (RVP) and supervision of each region, the supervisor, the principal of each school and the principal are responsible for `` I (input) '', The Chief Administrative Officer (CAO) is in charge of 'D (decision)'. In the second red frame, `` Creating an operating policy and concluding agreements with other universities '', the committee is `` A (approved) '', the CEO is `` D (decision) '', Vice President of Secondary Education Are 'R (recommended)' and 'P (execute)', and the CAO, Chief Operating Officer (RCO), RVP and principal are responsible for 'I (input)'.
'We were able to act together as a small organization, but we couldn't maintain that practice due to the organization's expansion and business diversification. Now, accountability is much clearer than before, and if we hadn't implemented RAPID, our organization would have collapsed long ago. '
According to Huggett, there are some obstacles to the introduction of 'RAPID', but it is possible to overcome it by appropriate measures. For example, if you make a table packed with a huge number of projects in order to suddenly switch all business decisions to 'RAPID', the decision will be paralyzed. Therefore, it is necessary to gradually replace decision making with 'RAPID' and proceed with introduction while confirming its usefulness.
It is also necessary to pay attention to the role division of 'RAPID'. Inappropriate role assignments can lead to anxiety due to the person being in charge of responsibility, or to the feeling of alienation as a result of picking up a role from a person who had previously made a single decision. A negative effect will occur. Therefore, it is necessary to be careful when assigning the right person to the right person. Also, because 'RAPID' is only a methodology of decision making and not a communication tool, it may be necessary to prepare another tool for cooperation between persons in charge.
'The real value of RAPID lies in the visibility of the decision-making process. As organizations grow and become more complex, they will need to delegate authority and clarify accountability. In that case, 'RAPID' will be useful. 'He said that' RAPID 'is particularly effective for large organizations.
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