Illustrative example, Fictional data, Not a client result
A delegation matrix for a support department
The working agreement a director can set in early Consult hours: each recurring task, who or what does it, who checks it, how the check works, and where it must stop. The company and data are invented.
- Before
- Status arrives in meetings. Refund requests wait for finance with no owner. Team leads spend Friday afternoons writing updates by hand.
- After
- A written status is drafted from the ticket queue every Friday, refund requests route to a named finance owner, and the Monday meeting shrinks to the exceptions.
Inspect the sample
01 Input
The director of customer support at Halden Supply, a fictional 300-person distributor, runs four teams. Requests bounce between support, finance and operations, and Monday goes on chasing status that already exists in the tracker.
How it moves
- List the recurring work Each team lead lists the weekly tasks that repeat and how long they take.
- Decide who does it For each task, decide whether AI drafts it, a person does it, or both.
- Name the check Every AI draft gets a reviewer and a check short enough that it actually happens.
- Set the stop point Write down when the routine must stop and hand to a person: money, complaints, anything unusual.
02 Output
| Task | Who or what does it | Reviewer | The quick check | Stop point |
|---|---|---|---|---|
| Weekly status report | AI drafts it from the ticket queue | Support director | Totals match the queue dashboard | Any number moves by more than 20% in a week |
| Meeting notes to follow-ups | AI drafts actions and suggests owners | Meeting owner | Every action has an owner and a date | An action commits the company to a customer |
| Refund requests to finance | AI routes them with order details attached | Finance owner | Order number and amount match the system | Refunds above the team’s approval limit |
| Repeat how-to questions | AI drafts replies from the help center | Agent on shift | The answer matches the current article | The customer is upset or mentions cancelling |
| Escalation summary for operations | A team lead writes it | Support director | Root cause and next step are named | Safety or legal issues go straight to the director |
03 Review
Where a person decides
The director approves the matrix, each reviewer owns their check, and anything past a stop point goes to a person. Changes to the matrix are agreed at the Monday review.
Limits of this example
Fictional company and thresholds. A real matrix depends on your tools, your teams and your company’s policies. It is a working agreement, not a measured time saving.
See whether this fits your work, and what it would take.