My team is often asked how to pinpoint when an operating model redesign is critical. In our experience the answer is clear – when your organization can’t deliver on your value creation plan without it.
The indicators rarely hide – each a sign that change can’t wait:
• Unclear decision-making, slow execution and ambiguous accountabilities
• Stalling growth – even with a strong strategy
• Operational inefficiencies and duplicative work
• Trouble adapting change, industry shifts, or acquisition integration
Here’s how these showed up for a couple of the companies we’ve supported – and what the right redesign unlocked:
• Manufacturing Co. grew through rapid acquisitions, but integration lagged, decision rights blurred, and duplicative functions drained resources. We realigned reporting lines, clarified decision authority, and established cross-business process teams.
The result: faster integration, improved margins, and a sharp uptick in new product launches.
• Financial Services Co. scaled by acquiring new offices, but conflicting incentive systems and siloed teams but silos and clashing incentives undermined client experience and stalled growth. We harmonized incentive structures, rebuilt client teams for cross-regional cohesion, and instituted shared KPIs for leadership.
The result: higher client retention, smoother onboarding of new acquisitions, and accelerated growth.
The right operating model isn’t just a fix – it’s a launchpad. If you see the symptoms of a stale operating model in your organization, lets chat!