Disagree. If this VP is delegating to direct reports things they should be capable of handling, that's normal. If a direct report informs this VP of intended action, it both keeps the VP informed and acknowledges that the VP might have other information that should alter the intended course.
I'm assuming a trusted, competent direct report, and that the DR has chosen a timeframe that is reasonable give the situation.
For example:
Customer has a problem that will cause them to miss payroll on Friday. We've known about it since Tuesday morning. VP, DR & team spent Tuesday understanding the underlying problems.
VP has found one of the issues is in a third-party product, who are notably resistant to believing they have a bug, and are prone to not deploying a fix until either the next major update or three months after first report. VP is working on a software fix that makes use of another esoteric behaviour of the third-party product to potentially prevent the current problem from recurring, but now expects to not be done before Thursday.
DR & team spent Wednesday testing, and believe they can ensure payroll will be ontime by deploying a workaround Wednesday night, during the customer's existing maintenance window, where customer's I.T. group are known to be available for this issue. DP sends email to VP with intended course of action and known caveats.
VP knows he can keep working on the longterm fix without the customer's ability to make payroll hinging on it.
. o O ( The above actually happened, approximately thrice, due to different vendors committing shenanigans. It is abstracted from different customers. )
I'm assuming a trusted, competent direct report, and that the DR has chosen a timeframe that is reasonable give the situation.
For example:
Customer has a problem that will cause them to miss payroll on Friday. We've known about it since Tuesday morning. VP, DR & team spent Tuesday understanding the underlying problems.
VP has found one of the issues is in a third-party product, who are notably resistant to believing they have a bug, and are prone to not deploying a fix until either the next major update or three months after first report. VP is working on a software fix that makes use of another esoteric behaviour of the third-party product to potentially prevent the current problem from recurring, but now expects to not be done before Thursday.
DR & team spent Wednesday testing, and believe they can ensure payroll will be ontime by deploying a workaround Wednesday night, during the customer's existing maintenance window, where customer's I.T. group are known to be available for this issue. DP sends email to VP with intended course of action and known caveats.
VP knows he can keep working on the longterm fix without the customer's ability to make payroll hinging on it.
. o O ( The above actually happened, approximately thrice, due to different vendors committing shenanigans. It is abstracted from different customers. )