Most bad decisions in a large company aren't made by bad decision-makers. They're made by good people working from models that don't line up. The product team's picture of the customer isn't sales'. The C-suite's read of what technology can do isn't engineering's. Everyone is being rational inside a different map.
One map instead of many
Decision Dominance is what you build when the disconnected, competing maps become one. When every group that needs to decide is working from the same shared model of how customers choose, how the business makes money, and how technology gets built and monetized, decisions stop colliding and start compounding. Speed goes up because you're not re-litigating the underlying model every time. Quality goes up because the model is explicit enough to argue with.
The payoff of removing three bottlenecks
Remove the Understand bottleneck and every group sees the same model. Remove the Work With bottleneck and they can move that model between each other without it getting lost in translation. Remove the Align bottleneck and strategy, implementation, and execution point the same direction. Decision Dominance isn't a governance layer you bolt on top — it's what's left once the bottlenecks between groups are gone.