How to Adopt the Decent Framework™

A "Decent Transformation" is not the same as a "Tech Transformation" - or like "adopting a new operating model".

Those evaluating the Decent Framework™ need to carefully consider fit before starting their journey - and will need to fully commit to adopting structure-based operations.

Below are some milestones experienced in a typical adoption.

Considerations and Buy-In

Enterprises considering a Decent Transformation are required to explore the Decent Framework™ and gauge fit prior to engaging any proof-of-concepts or work. Decent prescribes for intentional decision-making and ownership, not finger-pointing or signal.

During this phase, evaluators are encouraged to complete the following activities:

Executive Socialization and Buy-In

The Decent Framework™ is a system-level solution that spans the entire enterprise - including shareholders / board members and customers. Operators, known as agents will not be able to adequately implement Decent without executive sponsorship.

Board Socialization and Buy-In

Board play a critical role in the Decent Framework™ - they fulfill the role of the owner. Owners provide the directives for the enterprise to carry out, and appoint capable officers to responsibly steward resources on their behalf. Ultimately, it is the Board who should call for the implementation of the Decent Framework™.

Working Review Session

Once Decent has been socialized with the Executive team and the Board, we recommend setting up a working review session with our team to validate assumptions, explore goals, and review the next steps on your path to Decent. After meeting with us, your stakeholders will have the necessary they need to make an informed commitment.

In or Out

At this time - we highly encourage evaluators to make a formal decision, either a full commitment to pursue a Decent Transformation, or a complete pass.

We liken this decision point to buying a house - you've already determined you need a place to live, is this the house for you?

Just like a house, a commitment doesn't mean lock-in - there is still the inspection period, but it is a formal declaration that the Decent Framework™ aligns with the enterprise's vision.

Path to Decent

Enterprises that have committed to the Decent Framework™ may have drastically different implementation paths, but they all have a couple of key milestones in their journey.

Identify Your Decent Lead

Likely the most important step in the entire transformation - your enterprise will need a single owner that virtually has unilateral control over the enterprise's structure. The best way to think about this person is a peer to the CEO.

This "Chief Execution Officer" is responsible for laying the foundation and guardrails for the new operating model. This is NOT a "transformation officer", this individual is expected to run the "operations" scope for the enterprise - where Decent governs from, and will ultimately operate subject to the policies created by other executives.

However, during the transformation, this officer will be responsible for migrating all other executives and leadership teams into the new operating model - prior to assuming the operational role. We recommend either using the existing COO, or creating a new role.

Decent Team & Decent Literacy

After identifying the lead - an enterprise typically begins to ramp up their Decent practice by onboarding new Decent practitioners, training existing stakeholders, and completing workshops.

Traditionally - this is where many organizations would normally start outsource their project. However, when it comes to Decent - even if a partner is leveraged, it is crucial to acquire a basic understanding of the Decent Framework™ prior to starting an engagement.

Decent literacy allows the enterprise to test assumptions, vet considerations, identify risks, and guide outcomes. Per Decent, this activity should be deliberately executed by a steward who represents the shareholder - and then supported by a consultant if necessary.

The Pilot

At this point - the enterprise is ready to go to work. The Decent Framework™ offers a 6 month pilot license that allows organizations to develop strategy, prepare materials and processes for onboarding, map the enterprise, and pilot their onboarding process.

During a pilot - the Decent Team will navigate the onboarding cycle end-to-end, from identifying a scope to chartering it, the team will gain hands on transformation experience.

At this stage, the enterprise will monitor a number of criteria to determine success - were the scope's inputs correctly identified, was an atomic output identified, was a single owner assigned, was the charter completed successfully, and so on.

In addition, the enterprise may choose to evaluate secondary benefits realized from the pilot, including:

• Velocity
• Cost Efficiency
• SLA
• Output Quality or Volume
• Number of Meetings
• Etc.

While these are not direct goals of the Decent Framework™, they are closely related to clarity, authority, visibility, and accountability - which key Decent principles.

Scaling Decent

After exploring and understanding the transformation process, the enterprise will proceed to a scaled rollout of the Decent Framework™.

Decent recommends starting the scaling phase at the top of the organization. By adopting a top-down approach, operators will be able to see and understand the changes they will be asked to complete - driving confidence, excitement, and understanding.

This strategy results in clearer business requirements and alignment prior to engaging agents. The net effect is increased adoption speed, reduced friction, and minimal revision.

From there - Decent is rolled out to agent scopes in an iterative manner.

Decent Operations

As the transformation wraps up, the Decent Team will transition into the operational format mentioned in identify your Decent lead.

At this time, the new Decent Operations team will enter a true "Value Management" lifecycle where risks, growth opportunities, and scopes are regularly evaluated.

The Decent Operations team is responsible for translating business requirements into scopes, value chains, and customer solutions.

In other words - this team becomes the new infrastructure for value management, the heart of operations.

After Adoption

After achieving a Decent Transformation, enterprises begin a regular, light-weight maintenance schedule to ensure smooth operations.

Licensing

The Decent Framework™ requires an annual enterprise license. This license includes rights to use Decent Framework™ principles and materials.

Certifications

After starting a regular license, the Decent Framework™ requires specific certifications based on the size of your organization.

These certifications ensure that the enterprise maintains a reasonable level or proficiency within the organization to maintain operational standards.

Audits

The Decent Framework™ reserves the right to audit all Decent implementations and adopter materials for compliance, quality, and accuracy. Unlike other market options, this framework is centrally regulated to ensure quality and standardization across adopters.

This protects adopters by ensuring a partnership with perceived value - and protects Decent's reputation from poor implementations.

Bragging Rights

At anytime during (or after) a Decent Transformation - an enterprise may release formal statements about their Decent journey in return for a Decent discount.

The Decent Framework™ rewards ownership - in principle, and in practice.

Organizations that build in public are more likely to succeed, increase their valuations, and be seen as leaders in their markets.