i) Transaction complexity and velocity
The risks in transactions, the form of complexity introduced to the quality and velocity of transactions as in how they would have an impact on the risk must be understood by all stakeholders. However, in the case study, this is not so. The regional managers for instance are seen to not have an understanding of the larger corporate strategy. They neither share news nor are seen to work with well-defined information channels as well.
ii) gaps in diagnostic performance
There are gaps in diagnostic performance. It is identified that making a client sign up is considered as part of reaching a target goal, but what happens to the client after they sign up is not measured.
iii) degree of decentralized decision making
Decentralized decision making as in the case of senior managers is necessary, but in the case study, it has led to failure of new seminars as the seminar managers no longer collaborate with one another.