Strapi

The decision process is defined as Formulate, Ask, Set(tle), and Tell.

How it works

A problem or opportunity is grounded in data; the decider may gather input, consult affected people, decide, and tell.

Why it is used

Gets input without stalling progress by separating consultation from ownership.

Trade-off

Applying the steps too heavily can slow small reversible decisions.

Best fit

Decisions with multiple stakeholders that still require speed.

RACI separates who is responsible, accountable, consulted, and informed in work.

How it works

Roles for the decision and work are clarified through a RACI matrix.

Why it is used

Calls in the right expertise without involving everyone in every decision.

Trade-off

It can become bureaucracy if the matrix substitutes for real working relationships.

Best fit

Work where accountability becomes unclear across teams.

Company-wide and strategic decisions are documented and published unless confidential.

How it works

The final decision is recorded and shared after advice has been considered.

Why it is used

Reduces the need to reconstruct context and lowers information asymmetry.

Trade-off

It requires ongoing judgment about what should be public or confidential.

Best fit

Repeated strategic decisions in distributed teams.

Important non-confidential decisions are documented publicly while separating the accountable decision owner from consulted people.

How it works

Votes and consensus are not the default; responsibility and consultation are explicitly assigned, then the decision is published.

Why it is used

It preserves context while avoiding decision-by-headcount.

Trade-off

Public documentation takes time and confidentiality still creates necessary exceptions.

Best fit

Cross-functional decisions where authority and consultation can be named.

Each manager and team member hold a weekly 1:1.

How it works

The people-management cadence fixes the conversation at weekly frequency.

Why it is used

It gives support and issues a recurring route rather than waiting for an escalation.

Trade-off

A fixed cadence consumes manager capacity and can become performative.

Best fit

Teams with managers who have manageable spans and need regular contact.

A monthly KPI email is sent to both investors and the team on the 10th.

How it works

One recurring report shares operating indicators across internal execution and investor audiences.

Why it is used

It gives the team common performance context.

Trade-off

Reporting can drive attention toward what is easy to measure.

Best fit

Companies whose key metrics can be safely shared with employees and investors.

Twice a year, free weeks are set aside to try tools, run mini hackathons and read, with sharing at week end.

How it works

The biannual “Cool Down Week” explicitly removes normal delivery pressure for exploration and sharing.

Why it is used

It makes improvement work a scheduled part of operations.

Trade-off

It reduces short-term delivery capacity.

Best fit

Teams able to batch roadmap commitments around planned learning periods.

Remote workers receive an annual benefit budget for their workspace.

How it works

The policy pairs remote-only expectations with a yearly Remote Workspace benefit.

Why it is used

It helps make reliable, distraction-reduced work feasible across locations.

Trade-off

Reimbursement administration and local purchasing parity need governance.

Best fit

Remote-only employers with explicit workspace expectations.