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Your Best People Often Know More Than Your Steering Model Shows
In almost every project we see a similar pattern. Companies have excellent experts. People with deep domain knowledge, years of experience and good intuition for their business. They know which levers work, and they know relationships that appear in no management report.
But that knowledge stays fragmented. Because it is hard to make implicit knowledge visible in a structured way and to connect it across organisational boundaries.
The reflex is usually more data, more reports, more granularity. Yet transparency in steering does not come from ever more data. It comes from clarity about cause and effect.
When the relationships in a business model get modelled explicitly in driver trees, something interesting happens. Assumptions become discussable. Silos get bridged. Effects become visible across functional boundaries.
And discussions shift. Away from opinions, towards traceable logic about how things work.
One of the most important tasks of modern corporate steering is making the organisation’s implicit knowledge explicit.