In this episode of The Critical Path, we unpack Decision Debt: the hidden backlog of unmade or delayed decisions that quietly extends schedules, drives rework, and makes programmes slip late especially in complex, regulated environments. When key choices (often around interfaces, requirements, risk, or governance approvals) aren’t made on time, teams keep moving on assumptions. Those assumptions eventually collide at integration, test, and acceptance, where changes are slow and expensive.

Using a real-world style example of a late interface decision between two teams/suppliers, we show how “busy progress” can still lead to downstream redesign, repeated testing, and weeks of avoidable delay.

You’ll leave with a simple control set to reduce decision debt: establish a decision cadence, assign a single decision owner, distinguish two-way vs one-way door decisions, and implement decision SLAs with clear escalation. The takeaway: you often don’t have a delivery speed problem, you have a decision flow problem.

Key references:

• Eliyahu M. Goldratt — Critical Chain (1997)
• Eliyahu M. Goldratt — The Goal: A Process of Ongoing Improvement (1984)
• Donald G. Reinertsen — The Principles of Product Development Flow: Second Generation Lean Product Development (2009)
• John D. C. Little — “Little’s Law” (Little, 1961; widely reprinted)
• Daniel Kahneman, Paul Slovic, Amos Tversky (eds.) — Judgment Under Uncertainty: Heuristics and Biases (1982)
• Gary Klein — Sources of Power: How People Make Decisions (1998)
• Jeff Bezos (Amazon shareholder letters / internal decision framing popularised publicly) — “one-way door vs two-way door”