There's still some problem with that approach. OK, I will tell what I'm going change to prevent recurrence of the issue. How does that makes sense to the audience? Unless they just want hear that "some" change will be there and don't care about how that change would make any sense.
It boils down to what exactly is the ownership or accountability of your SVP around the issue. Why are they even bothered to ensure that there will be some change? If they are responsible for ensuring that the issue doesn't happen again, then they do need to say "I want the details".
OP is already at the director level. The further you go up the management chain, the less people are involved in process or technical decision making -- they are primarily concerned with organizational decision making. It sounds like the issue was something that was fully within the management scope of lower levels of management here:
> Something had gone wrong that shouldn't have.
The SVP is trying to determine what change in management is taking place, not what technical change is taking place.
It's not just people. Shuffling people around is not fix everything. People, process and technology - any of them could hold the key for a solution. That would mean, you do need to understand whether is is people issue, process issue or is it tech issue. That requires listening to details.
zkmon · · focus · HN ↗
It boils down to what exactly is the ownership or accountability of your SVP around the issue. Why are they even bothered to ensure that there will be some change? If they are responsible for ensuring that the issue doesn't happen again, then they do need to say "I want the details".
kube-system · · focus · HN ↗
> Something had gone wrong that shouldn't have.
The SVP is trying to determine what change in management is taking place, not what technical change is taking place.
zkmon · · focus · HN ↗
kube-system · · focus · HN ↗