New ways to optimise operations and target investment to deliver added value to current and future customers.
Building the right operating model is a strategic imperative. Making them adaptive and resilient is and will likely remain one of the most significant leadership challenges.
Operating model design and re-design is a fact of life for most businesses, but the increasing rate of change and transformation in customer and market facing operations has given designers an entirely new set of challenges. Operating models now have to be far more dynamic and adaptive than ever before and at the same time they have to be robust and resilient.
Generating value from new operating models
Modern operating models are multi-dimensional maintaining relative balance between customer intimacy, operating efficiency and effectiveness, innovation, social and environmental policy management. While all organisations have to develop competency in all of these dimensions, differential advantage is in excelling in one or more of them. Few organisations are capable of excelling in all dimensions, although there are some. The challenge is that each dimensions often requires quite different operational strategy and structure. To help develop the right focus on each dimension, align operations with business and customer strategies adaptomy has developed a Market Leadership Model (MLM).
Any new operating model must have commercial and customer outcomes firmly established and embedded at the heart of operational design. This may seem obvious, but it is often challenging to maintain an equitable balance between these priorities given the other demands that exist in market facing operations.
Transitioning to a new operating model has it's challenges. Success often depends on clear communication from leadership teams to align vision, mission, purpose and behaviours. It also depends on specialist skills in change and transformation and careful management of executive and staff expectations. In regulated environments there are also restrictions and in merger and investment situations these risks and challenges are amplified.
Most orthodox operating models cover structure people and process quite well. At Adaptomy we have gone much further to develop systematic ways to assess current operations, capability and competency in key strategic disciplines. We have created a new layered operating model with embedded leadership, management and enabling systems.
This new model underpins all 42 disciplines in our adaptomy DNA. It is a framework to ensure operations remain focused on customer and commercial outcomes, that operations are unified and connected through formal and informal networks, processes and cross functional, multi-disciplinary teams. It promotes knowledge sharing, effective information management and the introduction of emerging technologies. To complete the picture we include investment in assets and resources, performance review and renewal systems.
The modular nature of our DNA and Operating Models help our clients target specific interventions in particular disciplines and elements of operation. The net effect is reduced 'cost of change', systematic development of differential advantage and clear line of sight between operations, commercial and customer outcomes - more dynamic and adaptive and at the same time robust and resilient.
Learn more about our tools, approaches and how we work with you.
New tools and road-maps to unify and improve commercial operations
Learn how clients are using our Unified Commercial Engine DNA models and its supporting tools to systematically re-engineer 'front end' operations and build new capability.
New approaches and packages to avoid the pitfalls of orthodox transformation
Discover how we are helping clients embrace change through modular packaged programmes delivered at a cadence that ensures teams can adapt to, and 'own' transformation.
How we work with you, our operating principles and leadership
Discover how we operate, why we think evidence and systematic approaches are important and how these approaches need to reflect the human aspects of change and transformation.