Roles & responsibilities.Who does the work.Who makes the decision.
SIXIS clarifies responsibilities within a process: who does the work, who checks it, who decides and who takes it forward. We define decision boundaries and when another person needs to be involved.
SIXIS clarifies responsibilities within a process: who does the work, who checks it, who decides and who takes it forward. We define decision boundaries and when another person needs to be involved.
Tell us what remains without the responsible See how we workWhen an activity does not have a clear responsible.
For firms where work passes through several roles and execution, verification and approval are confused or there is no clear rule of continuation.
Two colleagues do the same thing, and another step remains undone.
We track activity and limit contributions. We determine who is responsible for completion and what information proves that the next person can continue.
All exceptions await the same person.
We clarify what each role can decide and what must be approved. The firm confirms limits and overrides, and the team receives criteria for escalating unusual cases.
The defendant is absent and the process stops.
We define what can be surrendered, who can substitute and what decision must be postponed. The necessary information remains accessible to the authorized person, with a return path.
We limit contributions.
We confirm decisions and surrenders.
Responsibility must be understood for a concrete activity and a verifiable result.
SIXIS coordinates the clarification and documentation of roles in the agreed process. Company management approves the authority and limits of each decision. We do not assume an HR restructuring, legal job descriptions or contractual changes to the team.
The SIXIS collaboration modelWe choose the activities that require clarification.
We go through cases with overlaps, delays or non-assumed decisions. We identify the roles involved and the outcome of each step. We focus on the actual work, including the informal activities that keep the process running and don't appear on the organizational chart.
From you Process, persons involved, and instances where liability is unclear.
We separate execution, verification and approval.
For each activity we determine the contributions and who is responsible for the conclusion. We specify what is checked and what authority is required. A person can have multiple roles in a small business, but the boundaries remain explicit in that case.
From you Actual team contributions and person approving assignment of roles.
Define decision limits and exceptions.
We choose criteria for what can be decided locally and what goes to approval. We specify to whom the case is sent and with what information. The company validates commercial, technical or operational limits, and situations without rules have a designated person for clarification.
From you Limits of authority and those responsible for decisions requiring additional validation.
We establish surrender and substitution.
We define what the next role must receive and how it confirms the continuation. We choose substitutes or allowed routes when someone is absent. Access to information and permissions are verified so that assigned responsibility can be effectively exercised.
From you Absence rules, access and information required for each surrender.
We test the distribution in real cases.
We go through an ordinary activity, an exception and an absence. We see if people understand what's up to them and can continue without contradictions. We document the approved version and who updates it when the team, offering or process changes.
From you Confirmation of executors, final approval and update officer.
A WORKING EXAMPLE
A development project.
The modification has a clear decision.
In a construction firm, the client requests a change after the work has begun. The coordinator, the estimator and the field team have different contributions to this request.
- Preparation
- The coordinator records what is required and the status of the work. The technical person checks the possibility and the estimate shows the known effects on cost and time.
- Approval
- The firm determines who can accept the modified conditions. The team only receives the confirmed version and knows where to send an incomplete request.
- Absence
- An authorized substitute may continue within the established limits. Cases that exceed those limits await an explicit decision and have a communication officer.
RELATED CAPABILITIES
The roles are seen in working method.
The distribution of responsibilities needs a known process, instructions and accessible information. Systems can support the route after authority and contributions are confirmed.
Process mapping
The current route shows where information changes and where responsible or continuation criteria are missing.
SOPs
The instructions include the roles, limits and exceptions in the steps the executor follows.
Documents & approvals
Documents and versions go to the person who can verify or approve within the established limits.
Notifications & alerts
Situations that require action reach the appropriate person in charge, with the information necessary for the decision.
Who is responsible for each step.
Authority, collaboration, absences and updating of work rules.
Do we need to change the organization chart?
Not in any project. We can clarify activities and decisions in the existing structure. If problems arise that require reorganization, we identify them and discuss them with management. The operational assignment of a step does not automatically imply a legal or contractual role change.
What do we do if a colleague has several roles?
We describe them separately for the relevant activities, even if they are exercised by the same person. We check capacity and approval limits. Some checks may require a different role or exception route, confirmed by the firm prior to deployment.
Who decides the approval limits?
Management or authorized person in your company. SIXIS can organize the questions, document the options and show the effects in the process. We do not assign commercial, technical or financial authority to a colleague on our own initiative without the validation of the company manager.
How do we avoid approval blocking every case?
We separate the usual activities from the exceptions that require decision. We define criteria and limits that the company can confirm. We test real examples to see if people can apply the rule and if the information required for approval is complete.
Can we establish responsibilities between departments?
Yes, for agreed process and surrenders. We clarify what a role delivers, what the next one checks, and how continuation is confirmed. A common step must have a finisher, even if multiple teams contribute to the result.
How do we treat absences?
We establish an authorized substitute or route according to the type of decision. We check access and required information. Cases that cannot be decided in absentia have a person responsible for communication and follow-up, rather than disappearing from the process.
Do you include job descriptions and HR documentation?
Operational clarification can provide useful information, but legal documents and specialized HR processes are distinct. We define them separately, with the competent people. The core deliverable describes the contributions, authority, and deliverables from the agreed upon process.
How do we keep the current rules when the team changes?
We choose who updates the distribution of roles and how the change is approved. The document used is versioned and dated, and the team finds out what changed. A temporary override is recorded as appropriate, without inadvertently rewriting the authority of all roles.
What activity remains often without a responsible?
Show us a case and who was involved. We can clarify the necessary execution, approval and handover, with the limits that your business can support.