Blueprint · S · Segmentation of Power
Segmentation of Power Steward
The Segmentation of Power Steward holds the structure of the system: who decides what, where the boundaries run, and that decisions are made where the knowledge sits. They hold the frame in which power stays separated, visible and reviewable, and make sure that measurement, review and assessment never end up in the hands of the measured.
Effort: 10 to 20 %, depending on the size of the organisation; typically the CEO
Outcome
- Decisions are made where the knowledge sits; every weighty decision is traceable in the decision log.
- Measurement, review and assessment never sit with the measured.
- Concentration of power and role conflicts become visible early, before they do damage.
- The governance mechanics run inside clear guardrails; execution sits with the governance anchor, reviewable like any core job.
- Strategy, finance and assessment and pay work within clear frames with full accountability at their core jobs.
Fields
- Governance
- System review and normative ratification, referential integrity, governance signals, gravity decisions mechanics with the decision log, measurement and steering, checks against concentration of power and role conflicts, statutory obligations as an anchor.
- Strategy
- Strategy process and goal setting; the goals that measurement attaches to.
- Finance
- The finance process: operational accounting, books, closings, budgeting and forecast.
- Assessment and pay
- Performance reviews, pay decisions, salary bands, hiring decisions, ratification of development levels.
Design and execution
| Field | The Steward designs | Execution sits with |
|---|---|---|
| Governance | Governance guardrails: measurement integrity, the duty to log, forming an HGD, signal routes, ratification rules | Governance anchor: designs processes and review flows inside the guardrails, challenges and ratifies core jobs, handles signals, measures and steers |
| Strategy | Frame of the strategy process: cadence, participation, how binding the goals are | Strategy anchor: runs the strategy process and sets the goals |
| Finance | Frame of the finance process: cadence of closings and budget, bookkeeping standards | Finance anchor: bookkeeping, closings, budgeting, forecast, payroll, invoicing, dunning. Budget decisions are taken by gravity at the responsible core jobs |
| Assessment and pay | Frame of the assessment logic: foundations, fairness rules, separation of support and judgement | Assessment and pay anchor: reviews, pay decisions, ratification of grading, fed by governance KPIs and facts from M |
Proposed Anchor Core Jobs
- Governance
- Core-job challenge and normative ratification, referential integrity, governance signals, gravity decisions mechanics including the decision log, measurement and steering (KPIs, the fair value triangle including the client voice, controlling, course correction). Data protection, occupational safety and compliance anchor here; legal and contracts fit as a core job below.
- Strategy
- Strategy process and goal setting; the goals that measurement attaches to.
- Finance
- Bookkeeping, closings, budgeting and forecast, payroll, invoicing, dunning. Anchored in S does not mean powerful: these core jobs keep the books and assess nobody. The anchoring protects data integrity.
- Assessment and pay
- Performance reviews, pay decisions, salary bands, hiring decisions, ratification of development levels. Fed by governance KPIs and facts from M.
Powers at design level
- Sets the guardrails, frames and degrees of freedom of their letter; they take effect immediately.
- Holds the veto when a new core job breaks the guardrails.
- Cuts the anchor structure of their letter; new core jobs are created together with governance.
- Makes concentration of power and role conflicts visible across the whole organisation and raises a governance signal on critical combinations; never sanctions themselves.
- Holds the standing interface to the board of directors or advisory board.
Drift protection
This steward does not become the central seat of power: no veto over everything, no substitute CEO, no political control function. They make things visible and set the frame; execution sits with governance, and the core jobs inside S are reviewed under the four-eyes principle.
Competencies
- Power and role analysis
- sees where design, review and decision converge in one hand.
- Governance design
- sets guardrails for ratification, signal routes and the decision log.
- Decision architecture
- weights decisions and keeps the gravity mechanics clean.
- Measurement and finance understanding
- reads KPIs and books well enough to set guardrails for measurement integrity.
- Conflict and incompatibility review
- makes role conflicts and bundled power visible early.
Strengths
- Independence
- stays factual even when questions of power are uncomfortable.
- Integrity
- protects the letter from political use and personal agendas.
- Clarity
- makes boundaries, decision spaces and incompatibilities understandable.
- Courage to draw lines
- names concentration of power and role conflicts openly.
- Vigilance
- spots early patterns of bundled power before they become a problem.