Organization & Operations
Operating Model Redesign: From Strategy to Roles, Decisions and Management Systems
How to translate strategy into structure, decision rights, processes, capabilities, governance and performance management.
An operating model is more than an org chart
Organization structure is only one component. A usable operating model connects value creation, customer or mission flows, decision rights, processes, technology, data, capabilities, governance and performance routines.
Design from value flows
Start with the work that creates value and identify where handoffs, queues, duplicated ownership or unclear accountability slow execution.
Make decision rights explicit
Many operating-model problems are decision problems disguised as structural problems. Define who recommends, who decides, who executes and who must be consulted for the decisions that most affect performance.
Align measures with accountability
Metrics should follow the operating model. If a team owns an outcome but cannot influence its drivers—or if several teams are measured on conflicting objectives—the design will generate friction.
Treat implementation as a system migration
Move from the current model to the target model through sequenced changes to roles, processes, systems, governance and incentives rather than announcing a new chart and expecting behavior to follow.