The work before the work
Organization diagnosis and design in the era of continuous transformation
Most organizations commit capital to operating model transformation efforts without having a fresh, clear-eyed view on two things: the reality they're starting from and the target value and outcomes they're building toward.
- 39% leaders report uncertainty about their own strategy over the next two years
- Yet almost half of them say their top team cannot align on a common vision
These two data points point to both ends of the redesign remaining unvalidated. Every quarter of execution built on that foundation compounds the cost of correction.
Download the paper
Drawing on three proprietary datasets covering 13,000+ respondents across 12+ markets, the paper names the five recurring fractures in operating model transformation programs, maps the diagnostic signals that separate operating reality from leadership assumptions, and positions each organization into one of four readiness states with a corresponding sequence of work.
This paper explores:
- Why operating models designed for sequential change fail under multiple concurrent transformation efforts
- The five structural fractures between strategy and operating model that appear in nearly every stalled program
- How to conduct operational due diligence on your organization, including assessing what's fit for purpose, what's become redundant, and what needs to be fixed
- The need to determine the outcomes your strategy demands and what the future state organization needs to look like to deliver them
- Where your organization sits across four readiness for design positions, and which sequence of work must precede any operating model redesign effort