In the face of unprecedented pace of change and disruption (AI, automation, economic shifts, politics, etc.), transforming, or redesigning the organisation’s ‘operating model, that is, the ways of working, requires a fresh thinking.  The traditional approaches to operating model redesign are increasingly less effective while the fundamental goal of redesign – to increase value – remains constant.

Leading organisations recognise that successful redesigns move beyond mere structural adjustments. They now focus on how work truly gets done, clarifying decision rights, optimising cross-functional collaboration, and leveraging technology to streamline operations. Talent selection also remains paramount, demanding a rigorous and structured approach where new or altered roles are designed around business needs rather than individual employees.

Crucially, leadership alignment emerges as a key differentiator, requiring a shared vision and clear design principles established from the outset. Investing in upskilling people leaders to drive change and linking leadership incentives directly to the success of the redesign further strengthens the new model.

Operating model redesigns are no longer rare events but a regular rhythm in the modern business world. Moreover, there is significant systems support to increase the odds of achieving improved performance and long-term success in sustainable value creation.