TARGET Operating models are really difficult to change+
Most are too big, too slow and too expensive to be effective. And on top of this, we’re in a world of constantly shifting customer demands and the democratisation of technology, which has lowered the barriers to entry in most industries.
There isn’t time to spend months or even years trying to perfect an operating model and delivery patterns on paper to then find ways to back them into a business.
EMERGENT DESIGN,
EMPOWERED CHANGE
We’ve always been believers in five core principles to an Adaptive Operating Model that organisations trying to address these challenges should adopt.
This means rather than spending huge amounts of time and money on trying to write down how a business could work around these, it instead allows patterns and ways of working to emerge through exemplar teams who live and breathe these principles.
principles
Human
Designed around people and what they care about, whether they are employees or customers
frictionless
Recognises that businesses are dependant on an ecosystem, internally and externally via partners. Integration into the ecosystem has to be seamless and easy, to minimise friction and disruption
Modular
Independent, discrete, re-usable capabilities allow a plug and play approach using well defined standardised interfaces, to be able to react faster
Organic
Not organisation. Teams spin up and down based on challenges to solve and demand. If they are not adding value, the teams die and resources deployed elsewhere
Optimisation
Demand and change shifts from projects and programmers to insight driven continuous improvement and optimisation of products, services and experiences
Increasing value for
Employees
- Alignment between Business teams and IT
- Attract and retain talent
- Greater productivity and predictability
- Higher levels of employee engagement
- Continuous learning and development
- Breeding ground for the business leaders of the future
- A meritocracy where you are rewarded for the value you create
organisation
- Greater value for CapEx spend
- Dramatic improvements in time to value
- Reduction in Opex spend through designing out failure
- A platform business enabling frictionless integration with any other channel, product, third party or service
Customers
- Improved loyalty and greater opportunities to cross sell and upsell
- Higher levels of NPS and CSAT
- Customer insight driving the demand (objective rather than subjective)
- Reduced failure (improved goal achievement)