Delivering on strategy and optimizing processes
Great leaders have an inspiring vision. Staff are experts at what they do. Yet many companies struggle to bridge their strategy (the ‘why’) and their processes (the ‘how’) with the ‘what’ — and that’s where an Operating Model comes in. Why is this?
Often we find that company leaders have strong aspirational visions that rally employees to the ‘why’, and employees have systematic processes that get the job done because they are experts in the field and know the ‘how’. But in many situations we see that the true vision is never realized, because employees can’t connect to the strategy in a practical way. We see processes never truly gain efficiency because they seem disconnected to a broader context. Because of this, companies may fail to realize their full potential.
In our experience, a well-defined and articulated Operating Model is the ‘what’— the bridge between strategy and day-to-day operations that guides the team, provides the context, and enables the behaviours that will realize the strategy and vision.
An operating model is the bridge between strategy and operations