A delayed decision-making process within my organization demonstrates significant inefficiency and disengagement, particularly among the operations teams. This difficulty has a substantial impact on daily operations, resulting in delays, misalignment, and a lack of adaptation to changing requirements. The operations department's decision-making process has numerous layers of leadership, each of which requires permission and influence on final choices. Sub-operational teams often propose recommendations to immediate team leads, which are then approved by mid-level managers and all cross-functional directors before being presented to higher-level executives for final approval