New body copy from Aaron:

An operating model is the connective tissue between strategy and execution. When your operating model gets out of sync with your strategy or competitive forces, bad things happen because execution and results suffer.  While each of our client’s motivation to change their operating model may be slightly different, our work tends to converge around the following needs:

  • Clarifying accountabilities and new ways of working to improve the speed of execution and eliminate redundancy
  • Breaking down organizational 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 on results and performance metrics that matter most
  • Highlighting needs and gaps in the capabilities and skills to deliver results

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