Want to Increase Enterprise Performance? Place your focus here.

By Nikki Murphy
A car wheel replaced by a speedometer showing a vehicle racing down the road.

Turn Up Performance with Enterprise Collaboration and Empowered Decision-Making

There are a multitude of competing priorities that might keep executive leaders up at night, from talent engagement to business strategy, customer relationships, and much more. But our experience working with hundreds of C-suite executives over the course of two decades has shown that those with the discipline to see beyond real-time tactical challenges to examine the health of their enterprise dynamics will experience the most significant business performance outcomes over time.

Enterprise collaboration and empowered decision-making are two of the most overlooked and critically important dynamics that impact performance. Below, we’ve put together a guide to help you determine how your enterprise performance compares to those who excel in these two areas of focus, as well as processes you can put in place today to help you reach your performance goals.

Enterprise Collaboration

Healthy enterprise collaboration enables employees to share insights and expertise across specialties to generate exponential outcomes. When done well, enterprise collaboration will elevate engagement, ownership, retention, and innovation.

What does excellence look like?


From front-line employees to the C-suite, a consistent “enterprise-first” mindset with high transparency around what’s best for the business.   

Most common challenges we see in this area:

Mindset Matters in Enterprise Performance 

Get started on the path to enterprise collaboration excellence by focusing on reframing your leaders to think with an enterprise-first mindset. We coach our clients to put the needs of the enterprise before their team and individual needs—enterprise, team, self. 

An infographic displaying the hierarchy between Enterprise, Team, and Self.

“If you’ve worked in corporate America, you have likely experienced an inverted version of this continuum or one that is heavily weighted away from an enterprise-first mindset,” says Transcend CEO Craig Wiley for Forbes Coaching Council. “In this scenario, we’ve witnessed the loss of performance and competitive advantage when executives solve for teams or individuals at the expense of the enterprise.”

With the transition to an enterprise-first mindset, the other markers of “excellence” will begin to naturally fall into place, as business unit leaders will prioritize what’s best for the enterprise above their teams or themselves. Leaders will take on initiatives to engage in future-focused innovation, with their team and individual goals reflecting the mission and vision of the organization as a whole.

As the CEO takes on the task of redefining their executive’s primary team to be that of the enterprise rather than their business unit, collaboration within the executive team will accelerate and trickle down throughout the organization, creating a space where expertise is shared freely, allowing innovation and performance to thrive. 

Decision Making in Enterprise Performance 

Empowered decision-making is the most significant and frequently overlooked contributor to enterprise efficiency and alignment. Evaluating the effectiveness of your established decision-making processes will provide immediate enterprise value and deeper alignment across your executive team.

What does excellence look like? 

Most common challenges we see in this area:

A Strategic Process

There are three types of decision-making processes that we find equally important to make an organization run efficiently and effectively. At one time or another, teams will use all three of these processes, but most importantly, all executive leaders should be clear and transparent about what type of decision-making process is being used and why. Below, we’ve outlined these three decision-making types and included situations where they might be best utilized to increase performance. Find out more about how to keep your team’s engagement intact during decision-making here

Definitive Decisions

In some team dynamics, a decision needs to be made in isolation by an individual or small group. The decision owner(s) then share the final, definitive decision with the larger group. As a result, the group does not give feedback in hopes of informing a new decision, nor do they collaborate to change the decision. Instead, they support the process by seeking to understand the strategy behind the decision, then initiate the planning and execution of the project or task. 

Reasons for using this type of decision-making process may include:

Collective Decisions

In this process, a problem is presented to the entire team for a near-consensus decision. The team is encouraged to challenge the pros and cons of different options and collectively agree on the appropriate strategic direction. A decision is made once a majority of the team members have agreed upon a way forward. This tactic should be used sparingly, as it is the most time-consuming and resource-intensive type. 

Reasons for using this type of decision-making process may include:

Informed Decisions

Informed decisions leverage the power of feedback to educate a decision owner. In this process, the decision owner collects input from the larger team and determines a course of action based on all the information they have received. The team will act as advisors and trust the owner to decide on the best way forward.

Reasons for using this type of decision-making process may include:

The type of decision-making process you choose is critical; however, even more important is how well you can communicate your approach to the organization. Preparing your teams for where and how they will best contribute is essential. Once this becomes the standard practice, your organization can operate most effectively. 

Ask yourself: How would you rate the health of your organization in the areas of enterprise collaboration and decision-making? Executive leaders who are able to streamline these two areas will find it much easier to execute the tactical side of their role, as the energy around tactical challenges will be brimming with collaboration and shared ownership. Performance and engagement will also increase, allowing the executive critical time and flexibility to focus on the future of the business strategy and success. You can learn more about how these two dynamics fit within our larger model of enterprise performance and how to implement them as a leader in this Forbes article from Transcend’s CEO Craig Wiley.

Transformation begins with small changes that accumulate to create big wins. Are you ready to take on the task of changing the collective mindsets and processes that will take your business performance to the next level?

The CEO Toolbox

Resources designed to help C-Suite leaders activate transformation and drive elite performance.

Nikki Murphy

Coaching Experience Partner

As a Coaching Experience Partner, my goal is to create a seamless experience for our clients and coaches as they take on a one-of-a-kind leadership transformation. My background as a senior leader and co-founder of medium to large national and multi-national organizations has prepared me for establishing meaningful relationships with all levels of leadership, from frontline to C-Suite executives. Adding a genuine desire to see each client valued, supported, and understood provides the vital foundation for a world-class coaching commitment.

Subscribe now to receive insights and tools to uncover the next evolution of your executive performance and company profitability.

"*" indicates required fields

First Name*
Scroll to Top