An operating model is the connective tissue between strategy and execution. It helps clarify how work should get done by various roles and how decisions get made, as well as the few performance metrics that matter most. When your operating model gets out of sync with your strategy or competitive forces, bad things happen because execution and results suffer. Why? Because any combination of lack of clarity around ways of working, roles, how decisions get made or performance metrics can slow an organization down dramatically as people try to figure out how to get things done. Interest in lean, more agile, lower cost and more effective ways of working are causing many companies to step back and look at how they operate.

While each our client’s motivation to change may be slightly different, our work with Executive Teams tends to converge around some combination of the following needs:

  • Getting clear on roles and ways of working to improve the speed of execution and eliminate redundancy
  • Breaking down silos to increase collaboration, innovation, and improve results
  • Clarifying who gets involved in decisions and where “the buck stops” to improve the speed and quality of decision making
  • Removing organizational layers and increasing spans of control to reduce complexity, costs, and “execution drag”
  • Increasing clarity and focus around the results and performance metrics that matter most

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