The restructure created a commercial operations VP and a network planning VP. Every change that touches both cost and route timing now needs both signatures before the system will release the updated roster to drivers.
Last Tuesday a port strike forced an immediate reroute of three vehicles. The ops manager raised the request at 8:15 a.m. Neither VP could be reached until after 6 p.m., by which time the original drivers had already left the depot on the old plan.
The new RACI matrix lists both VPs as 'approver'. It does not record that their calendars are blocked by separate steering committees that run in parallel most days. No deputy or delegate authority was added when the roles were split.
Teams have started routing requests through the CFO as an informal workaround. The CFO signs because the delay is costing money, yet she has no visibility into the operational risk she is accepting.
Finance now carries hidden exposure on decisions it never reviewed in detail. The ops team loses ownership because the real call is being made outside the documented chain.
Update the approval matrix to name at least one always-available delegate per role with pre-delegated spend and schedule limits. Test the new chain on a simulated outage before the next real one hits.