{"id":4584,"date":"2026-08-05T18:35:02","date_gmt":"2026-08-05T18:35:02","guid":{"rendered":"https:\/\/irenagigovic.com\/?p=4584"},"modified":"2026-08-06T13:20:17","modified_gmt":"2026-08-06T13:20:17","slug":"operational-model-growth-role-routine-responsibility","status":"publish","type":"post","link":"https:\/\/irenagigovic.com\/en\/blog\/operativni-model-rasta-uloge-rutine-odgovornost\/","title":{"rendered":"The operational model of growth: roles, routines, responsibility, how does the operation cease to be a bottleneck?"},"content":{"rendered":"<div data-elementor-type=\"wp-post\" data-elementor-id=\"4584\" class=\"elementor elementor-4584\" data-elementor-settings=\"{&quot;element_pack_global_tooltip_width&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;element_pack_global_tooltip_width_tablet&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;element_pack_global_tooltip_width_mobile&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;size&quot;:&quot;&quot;,&quot;sizes&quot;:[]},&quot;element_pack_global_tooltip_padding&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true},&quot;element_pack_global_tooltip_padding_tablet&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true},&quot;element_pack_global_tooltip_padding_mobile&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true},&quot;element_pack_global_tooltip_border_radius&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true},&quot;element_pack_global_tooltip_border_radius_tablet&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true},&quot;element_pack_global_tooltip_border_radius_mobile&quot;:{&quot;unit&quot;:&quot;px&quot;,&quot;top&quot;:&quot;&quot;,&quot;right&quot;:&quot;&quot;,&quot;bottom&quot;:&quot;&quot;,&quot;left&quot;:&quot;&quot;,&quot;isLinked&quot;:true}}\" data-elementor-post-type=\"post\">\n\t\t\t\t<div class=\"elementor-element elementor-element-4cf2ae9a e-flex e-con-boxed e-con e-parent\" data-id=\"4cf2ae9a\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-3082980b elementor-widget elementor-widget-text-editor\" data-id=\"3082980b\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<h2>INTRODUCTION<\/h2><p>When a company grows, the first signal isn't revenue, but the operational load.<\/p><p>More clients means more requests. More projects mean more coordination. More people mean more questions. And then what operational managers know best happens: your day turns into a series of interruptions, escalations, and 'just checking with you' messages.<\/p><p>At first glance, it seems like the problem is with the people or with discipline. Most of the time, it's not.<\/p><p class=\"translation-block\"><strong>The problem is in the system.<\/strong> The company has outgrown the way things are done.<\/p><p class=\"translation-block\">Good news: you don't need another tool, another meeting, or another spreadsheet. What you need is an <strong>operating growth model<\/strong> \u2014 a minimal system that defines roles, routines, and accountability so that growth doesn't overwhelm the team.<\/p><h2>What will you get from this text?<\/h2><p>In this text, you get:<\/p><ul><li>A clear definition of what an operational growth model is (and what it isn't)<\/li><li>Signs that operations are becoming a bottleneck for you<\/li><li class=\"translation-block\">Framework: <strong>roles + routines + responsibility<\/strong><\/li><li>Checklist for the first 14 days (to get started without a \u201cmajor reorganization\u201d)<\/li><li>The most common mistakes that slow down growth and how to avoid them<\/li><\/ul><h2>How to tell that you don't have an operating model (just winging it)<\/h2><p>Most teams don't notice the problem right away. On the outside, everything looks fine: there's work, revenues are growing, the team is expanding. But behind the scenes, patterns are emerging that slowly slow down growth.<\/p><p>The most common among them:<\/p><ul><li>Decisions are made late or 'on the fly', so things end up getting redone<\/li><li>People work a lot, but the results are inconsistent (quality varies)<\/li><li>Priorities change from day to day, without a clear reason and without a clear owner<\/li><li>There are meetings, but afterwards it's not clear who owns the next step<\/li><li>The most capable people are constantly 'putting out fires' instead of building stability<\/li><li>Operations keep escalating on you (or on one person), even when it's not critical<\/li><\/ul><p>If you see yourself in this, you\u2019re not a \u201cbad manager.\u201d You\u2019re just working in a system that wasn\u2019t designed for the level of complexity you\u2019re currently in.<\/p><h2>Why is this happening right in the growth phase<\/h2><p>In the beginning, resourcefulness is an advantage. Decisions are made quickly, things are delivered fast, everyone 'jumps in'.<\/p><p>But growth changes the game:<\/p><ul><li>multiple parallel workflows<\/li><li>more dependencies between teams<\/li><li>more risks (mistakes get more expensive)<\/li><li>more decisions that need to be consistent<\/li><\/ul><p>What used to be flexibility is turning into chaos.<\/p><p>And here's the key sentence that I keep repeating:<\/p><p><strong>The problem isn\u2019t with the people. The problem is with the system.<\/strong><\/p><h2>What an operating growth model is (and what it isn't)<\/h2><p>The operating growth model is an agreed system that answers three questions:<\/p><ul><li><a title=\"https:\/\/irenagigovic.com\/en\/trainings\/training-for-professional-development\/\" href=\"https:\/\/irenagigovic.com\/en\/trainings\/training-for-professional-development\/\"><strong>Who is responsible for what<\/strong> <\/a>(uloge)<\/li><li><a title=\"https:\/\/irenagigovic.com\/en\/trainings\/efficient-management\/\" href=\"https:\/\/irenagigovic.com\/en\/trainings\/efficient-management\/\" target=\"_blank\" rel=\"noopener\"><strong>How we work from week to week<\/strong><\/a> (rutine)<\/li><li><a href=\"https:\/\/irenagigovic.com\/en\/trainings\/team-leadership\/\" target=\"_blank\" rel=\"noopener\"><strong>How do we know the job was done well<\/strong><\/a> (responsibility)<\/li><\/ul><p>What the operating model IS NOT:<\/p><ul><li>one more tool (Planner, Jira, Asana\u2026) that 'will solve everything'<\/li><li>another meeting on the calendar<\/li><li>micromanagement under the excuse of 'quality control'<\/li><\/ul><p>Tools only help once the roles, rhythm, and standards are already clear.<\/p><h2>What to do instead: 3 pillars of the operating model<\/h2><h3>Step 1: Roles, ownership, decision rights, and escalations<\/h3><p>The biggest source of growth slowdown is ambiguity: who gets to decide, who needs to approve, who owns the results.<\/p><p>To stop the team from blowing every little thing out of proportion, introduce three levels of clarity:<\/p><ul><li class=\"translation-block\"><strong>Result Owner<\/strong>: the person responsible for making the result happen (e.g., \u201conboarding\u201d, \u201con-time delivery\u201d, \u201cservice quality\u201d)<\/li><li class=\"translation-block\"><strong>Process owner<\/strong>: the person who maintains how it works (standard, steps, templates, checkpoints)<\/li><li class=\"translation-block\"><strong>Decision rights<\/strong>: what the team decides on its own, what goes for approval, and what gets escalated<\/li><\/ul><p>Practical rule:<\/p><p>If the same type of question comes up more than 3 times in two weeks \u2014 that's not a 'people problem.' It's a signal that a standard or decision rule is missing.<\/p><h3>Step 2: Routines, the operational rhythm that keeps growth in check<\/h3><p>Growth needs rhythm. Not because we love meetings, but because without rhythm, the company becomes reactive.<\/p><p>Minimal operating rhythm (an example that works in most teams):<\/p><ul><li class=\"translation-block\"><strong>Weekly planning (30\u201345 min)<\/strong>: top priorities, risks, who\u2019s the owner<\/li><li class=\"translation-block\"><strong>Short sync (2x a week, 15 min)<\/strong>: status only on exceptions (what's delayed, what's blocking)<\/li><li class=\"translation-block\"><strong>Weekly review (30 min)<\/strong>: what\u2019s done, what isn\u2019t, and why<\/li><li class=\"translation-block\"><strong>Monthly KPI\/Retrospective (60 min)<\/strong>: trends, causes, decisions for next month<\/li><\/ul><p>Key: routines aren't about reporting. Routines are a mechanism to make decisions on time.<\/p><h3>Step 3: Responsibility and quality standards without micromanagement<\/h3><p>Operational managers often fall into the trap:<\/p><ul><li>or just leave everything 'to trust' and then the quality varies<\/li><li>or they start trying to control everything and end up being a bottleneck<\/li><\/ul><p>The solution is in the standard, not in control.<\/p><p>Three tools that make a difference:<\/p><ul><li class=\"translation-block\"><strong>Definition of Done<\/strong>: what \"done\" means (quality criteria, format, deadline, who confirms)<\/li><li class=\"translation-block\"><strong>Checkpoints<\/strong>: where quality is checked before moving on (instead of going back 5 times)<\/li><li class=\"translation-block\"><strong>Templates<\/strong>: agenda, brief, checklist, onboarding steps \u2014 so the team doesn\u2019t have to reinvent the wheel every time<\/li><\/ul><p>When there's a standard, responsibility becomes visible \u2014 and it doesn't depend on whether you're 'online' that day.<\/p><h2>8 practical moves that immediately lighten the workload<\/h2><p>You don\u2019t have to change the whole organization to feel progress. Start like this:<\/p><ol><li>Write the top 10 recurring escalations (what people ask most often)<\/li><li>For each escalation, define: the team decides \/ needs approval \/ escalates<\/li><li>Choose 3 key deliverables and write the Definition of Done<\/li><li>Introduce a weekly review focused on the cause (not the blame)<\/li><li>Make 2 templates that save the most time (brief + agenda)<\/li><li>Introduce the rule: 'no owner, no task'<\/li><li>Agree on 2 KPIs that are reviewed weekly (not 20 monthly)<\/li><li>Turn every escalation into a rule or checklist (within 48 hours)<\/li><\/ol><h2>The most common mistakes (and how to avoid them)<\/h2><ul><li class=\"translation-block\"><strong>You're adding a tool before the process<\/strong> (so you just speed up the chaos)<\/li><li class=\"translation-block\"><strong>You delegate tasks, but not the responsibility<\/strong> (so everything ends up back on you)<\/li><li class=\"translation-block\"><strong>Routines are reporting, not decision-making<\/strong> (so problems drag on for weeks)<\/li><li class=\"translation-block\"><strong>You keep the quality standard in your head<\/strong> (so the team can't deliver independently)<\/li><li class=\"translation-block\"><strong>You handle escalations ad hoc<\/strong> (instead of turning each into a system)<\/li><\/ul><h2>Mini case study (anonymous)<\/h2><p>The operations manager in a team of 12 people spends the day in breaks: approvals, 'quick questions,' corrections, rerouting. The team works, but things keep coming back.<\/p><p>In the first 2 weeks, we introduce the escalation map and decision rights (what the team handles on its own, what follows a rule, what needs approval). Then we define the Definition of Done for the three key deliverables and introduce a weekly review that ends with decisions.<\/p><p>After 4 weeks, the number of escalations goes down, quality stabilizes, and the operations manager gets time to work on improving processes instead of putting out fires.<\/p><p>The point: he didn't 'work less.' He worked through the system.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t<div class=\"elementor-element elementor-element-3cf9f4b e-flex e-con-boxed e-con e-parent\" data-id=\"3cf9f4b\" data-element_type=\"container\" data-e-type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-1d65727 elementor-widget elementor-widget-heading\" data-id=\"1d65727\" data-element_type=\"widget\" data-e-type=\"widget\" data-widget_type=\"heading.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t<h2 class=\"elementor-heading-title elementor-size-default\">Most common questions: Growth operating model: roles, routines, accountability (FAQ)<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<div class=\"elementor-element elementor-element-372ff46 ui-e-animation-acc-basic ui-e-animation-ico-fade elementor-widget elementor-widget-uicore-accordion\" data-id=\"372ff46\" data-element_type=\"widget\" data-e-type=\"widget\" data-settings=\"{&quot;collapsible&quot;:&quot;true&quot;,&quot;active_hash&quot;:&quot;no&quot;,&quot;accordion_animation&quot;:&quot;ui-e-animation-acc-basic&quot;}\" data-widget_type=\"uicore-accordion.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t        <div class=\"ui-e-accordion\" itemscope=\"\" itemtype=\"https:\/\/schema.org\/FAQPage\">\n\n                            <div class=\"ui-e-accordion-item ui-e-item ui-open\" role=\"button\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"ui-e-acc-1\" id=\"ui-e-sta-je-operativni-model-rasta\" itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\">\n\n                    <h5 class=\"ui-e-accordion-title ui-e-title\">\n\n                                                    <span class=\"ui-e-accordion-icon ui-e-icon ui-e-left\" aria-hidden=\"true\">\n\n                                <span class=\"ui-e-accordion-icon-closed\">\n                                    <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                <\/span>\n\n                                                                    <span class=\"ui-e-accordion-icon-opened\">\n                                        <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                    <\/span>\n                                \n                            <\/span>\n                        \n                                                <span class=\"ui-e-accordion-title-text ui-e-title-text\" itemprop=\"name\">\n                                                        What is the operational growth model?                        <\/span>\n\n                    <\/h5>\n\n                    <div class=\"ui-e-accordion-content ui-e-content\" style=\"\" aria-labelledby=\"ui-e-sta-je-operativni-model-rasta\" id=\"ui-e-acc-1\" itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\">\n                                                        <div itemprop=\"text\">\n                                <p class=\"translation-block\">The operating model for growth is an agreed system that defines <strong>roles (who\u2019s responsible for what), routines (how we work week to week), and <a href=\"https:\/\/irenagigovic.com\/en\/business-consulting-services\/standardization-and-automation\/\" target=\"_blank\" rel=\"noopener\">quality standards<\/a> (how we know the job is done well)<\/strong>, so growth doesn\u2019t turn operations into a constant fire-fighting mode.<\/p>                                <\/div>\n                                            <\/div>\n\n                <\/div>\n                            <div class=\"ui-e-accordion-item ui-e-item\" role=\"button\" tabindex=\"0\" aria-expanded=\"false\" aria-controls=\"ui-e-acc-2\" id=\"ui-e-kako-da-znam-da-mi-operativa-postaje-usko-grlo\" itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\">\n\n                    <h5 class=\"ui-e-accordion-title ui-e-title\">\n\n                                                    <span class=\"ui-e-accordion-icon ui-e-icon ui-e-left\" aria-hidden=\"true\">\n\n                                <span class=\"ui-e-accordion-icon-closed\">\n                                    <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                <\/span>\n\n                                                                    <span class=\"ui-e-accordion-icon-opened\">\n                                        <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                    <\/span>\n                                \n                            <\/span>\n                        \n                                                <span class=\"ui-e-accordion-title-text ui-e-title-text\" itemprop=\"name\">\n                                                        How do I know if operations are becoming a bottleneck for me?                        <\/span>\n\n                    <\/h5>\n\n                    <div class=\"ui-e-accordion-content ui-e-content\" style=\"display:none;\" aria-labelledby=\"ui-e-kako-da-znam-da-mi-operativa-postaje-usko-grlo\" id=\"ui-e-acc-2\" itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\">\n                                                        <div itemprop=\"text\">\n                                <p class=\"translation-block\">Typical signals are: <strong>constant escalations<\/strong>, decisions made \u2018on the go,\u2019 frequent revisions, shifting priorities from day to day, meetings without a clear owner for the next step, and the fact that the strongest people are always dealing with urgent issues instead of building stability.<\/p>                                <\/div>\n                                            <\/div>\n\n                <\/div>\n                            <div class=\"ui-e-accordion-item ui-e-item\" role=\"button\" tabindex=\"0\" aria-expanded=\"false\" aria-controls=\"ui-e-acc-3\" id=\"ui-e-da-li-je-resenje-da-uvedemo-novi-alat-microsoft-planner-to-do-lists\" itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\">\n\n                    <h5 class=\"ui-e-accordion-title ui-e-title\">\n\n                                                    <span class=\"ui-e-accordion-icon ui-e-icon ui-e-left\" aria-hidden=\"true\">\n\n                                <span class=\"ui-e-accordion-icon-closed\">\n                                    <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                <\/span>\n\n                                                                    <span class=\"ui-e-accordion-icon-opened\">\n                                        <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                    <\/span>\n                                \n                            <\/span>\n                        \n                                                <span class=\"ui-e-accordion-title-text ui-e-title-text\" itemprop=\"name\">\n                                                        Is the solution to introduce a new tool (Microsoft Planner \/ To Do \/ Lists)?                        <\/span>\n\n                    <\/h5>\n\n                    <div class=\"ui-e-accordion-content ui-e-content\" style=\"display:none;\" aria-labelledby=\"ui-e-da-li-je-resenje-da-uvedemo-novi-alat-microsoft-planner-to-do-lists\" id=\"ui-e-acc-3\" itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\">\n                                                        <div itemprop=\"text\">\n                                <p>Ne prvo. Microsoft alati mogu mnogo da pomognu, ali tek kada su <strong>uloge, decision rights, ritam i standardi<\/strong> jasni. U suprotnom, dobi\u0107e\u0161 samo vi\u0161e tabli, listi i notifikacija, a ne stabilniju isporuku. Alat dolazi <em>posle<\/em> dogovora o na\u010dinu rada.<\/p>                                <\/div>\n                                            <\/div>\n\n                <\/div>\n                            <div class=\"ui-e-accordion-item ui-e-item\" role=\"button\" tabindex=\"0\" aria-expanded=\"false\" aria-controls=\"ui-e-acc-4\" id=\"ui-e-kako-da-smanjim-eskalacije-bez-mikromenadzmenta\" itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\">\n\n                    <h5 class=\"ui-e-accordion-title ui-e-title\">\n\n                                                    <span class=\"ui-e-accordion-icon ui-e-icon ui-e-left\" aria-hidden=\"true\">\n\n                                <span class=\"ui-e-accordion-icon-closed\">\n                                    <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                <\/span>\n\n                                                                    <span class=\"ui-e-accordion-icon-opened\">\n                                        <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                    <\/span>\n                                \n                            <\/span>\n                        \n                                                <span class=\"ui-e-accordion-title-text ui-e-title-text\" itemprop=\"name\">\n                                                        How can I reduce escalations without micromanaging?                        <\/span>\n\n                    <\/h5>\n\n                    <div class=\"ui-e-accordion-content ui-e-content\" style=\"display:none;\" aria-labelledby=\"ui-e-kako-da-smanjim-eskalacije-bez-mikromenadzmenta\" id=\"ui-e-acc-4\" itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\">\n                                                        <div itemprop=\"text\">\n                                <p class=\"translation-block\">Set <strong>decision rights<\/strong> (what the team decides on its own, what follows a rule, what needs approval) and introduce a rule: if the same issue is escalated more than 3 times in two weeks, that\u2019s a signal that a <strong>standard or decision rule<\/strong> is missing, not that \u201cpeople don\u2019t know.\u201d<\/p>                                <\/div>\n                                            <\/div>\n\n                <\/div>\n                            <div class=\"ui-e-accordion-item ui-e-item\" role=\"button\" tabindex=\"0\" aria-expanded=\"false\" aria-controls=\"ui-e-acc-5\" id=\"ui-e-sta-je-definition-of-done-i-zasto-je-vazan\" itemscope=\"\" itemprop=\"mainEntity\" itemtype=\"https:\/\/schema.org\/Question\">\n\n                    <h5 class=\"ui-e-accordion-title ui-e-title\">\n\n                                                    <span class=\"ui-e-accordion-icon ui-e-icon ui-e-left\" aria-hidden=\"true\">\n\n                                <span class=\"ui-e-accordion-icon-closed\">\n                                    <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-plus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                <\/span>\n\n                                                                    <span class=\"ui-e-accordion-icon-opened\">\n                                        <svg aria-hidden=\"true\" class=\"e-font-icon-svg e-fas-minus\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg>                                    <\/span>\n                                \n                            <\/span>\n                        \n                                                <span class=\"ui-e-accordion-title-text ui-e-title-text\" itemprop=\"name\">\n                                                        What is the 'Definition of Done' and why is it important?                        <\/span>\n\n                    <\/h5>\n\n                    <div class=\"ui-e-accordion-content ui-e-content\" style=\"display:none;\" aria-labelledby=\"ui-e-sta-je-definition-of-done-i-zasto-je-vazan\" id=\"ui-e-acc-5\" itemscope=\"\" itemprop=\"acceptedAnswer\" itemtype=\"https:\/\/schema.org\/Answer\">\n                                                        <div itemprop=\"text\">\n                                <p class=\"translation-block\">The Definition of Done is a clear agreement on what it means for something to be <strong>finished<\/strong> (quality criteria, format, deadline, who confirms it). It stabilizes quality without the operational manager having to check everything \u2014 the standard replaces control.<\/p>                                <\/div>\n                                            <\/div>\n\n                <\/div>\n                    <\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"<p>UVOD Kad firma raste, prvi signal nije prihod, nego optere\u0107enje operative. Vi\u0161e klijenata zna\u010di vi\u0161e zahteva. Vi\u0161e projekata zna\u010di vi\u0161e koordinacije. Vi\u0161e [&hellip;]<\/p>\n","protected":false},"author":2,"featured_media":4601,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[13],"tags":[],"class_list":["post-4584","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-upravljanje-timovima"],"_links":{"self":[{"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/posts\/4584","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/comments?post=4584"}],"version-history":[{"count":17,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/posts\/4584\/revisions"}],"predecessor-version":[{"id":4604,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/posts\/4584\/revisions\/4604"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/media\/4601"}],"wp:attachment":[{"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/media?parent=4584"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/categories?post=4584"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/irenagigovic.com\/en\/wp-json\/wp\/v2\/tags?post=4584"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}