SAKET BIVALKAR
Business Coach
In today’s business environment, organizations need to adapt their operating models to remain competitive and relevant.
One approach to designing an operating model is
That the operating model allows teams to have more flexibility in organizing while maintaining high levels of coordination and collaboration at the strategic level. This approach needs to focus on leveraging the existing knowledge within the organization and developing capabilities for the future.
A flexible operating model at team level to adapt to changing market conditions, customer preferences, and technological advancements. By allowing teams to self-organize and make decisions based on their expertise, organizations can foster innovation and responsiveness to market changes.
And less flexibility yet high coordination at the strategic level ensures that teams across the organization are aligned with the overall business strategy and goals. High levels of collaboration enable the organization to share knowledge, best practices, and resources, leading to increased efficiency and effectiveness.
To successfully implement this approach, organizations must prioritize knowledge management. Effective knowledge management systems streamline company knowledge and make it accessible to everyone, fostering a culture of continuous learning and development. By capturing and sharing valuable knowledge and expertise, organizations can drive innovation, improve decision-making, and enhance employee engagement.
In summary, embracing flexibility and coordination in operating models can help organizations stay ahead of the curve and drive business success.
And by leveraging the knowledge available within the organization and developing capabilities for the future, organizations can create a more agile, responsive, and customer-focused operating model that delivers results.
KNOM Element Five, data through intuition and intuition through data: Part 6
The final part of the article series on KNOM Element Five discusses how consistent change can be instigated through knowledge. Element Five: Outcome & Data Insights is the lifeblood of the KNOM organization, aggregating and dissecting data into actionable insights. To avoid having data smelling like rubbish, the article suggests establishing beforehand the aims the data must generate insights towards and help to improve. The article explains the data pyramid and how data is a tool for enhancing intuition. Element Five: Outcome & Data Insights proceeds through all the levels of the pyramid in different categories. These six categories are the most commonly utilized: Capability Accounting, Goals Vs Results, Market Outlook & Changes, Governance Backlog & Accounting, Talent & Culture Backlog, and Finance Backlog.
KNOM Element Four, executing reliable pilot programs: Part 5
Most leaders would agree that they’d be better off having an average strategy with superb execution than a superb strategy with poor execution. – Stephen Covey
In part five of this article series of the Knowledge Network Operating Model we will discuss how products, services or solutions are executed for high impact and data evaluation.
KNOM Element Three, Producing Results Incrementally and Iteratively: Part 4
With the Knowledge Network Operating Model (KNOM), you avoid the degradation of teams while harnessing the most important competitive advantage for an organisation: its people.
This article is part 3 in my KNOM series delving into Element 3, where plans turn into execution in radical new ways based on Way of Work principles, Whole Scale Change, and Dynamic Reteaming.
As J.R.D. Tata said: “The effective execution of a Plan is what counts and not mere planning on paper; it is not what we put on our plate or even what we eat that provides nourishment and growth, but what we digest.”