Operating Model Transformation

Reimagine your operating model today to build the organisation you envision for tomorrow.

Organisational culture is the key objective of any transformative change initiative. We always focus on creating an adaptive and flexible organisation to support Business Adaptability.

Initiatives within organisational transformation range from redesigning and implementing operating model to simple changes in processes and procedures, all of them alter various aspects depicted in our representation for organisational transformation.

One topic which almost always needs some attention is knowledge and capabilities, preparing the organization for current and future skillset is cardinal change.

Organisation transformation Influences People, Processes, and Culture.

We understand a change initiative will impact all other areas, which is why we like to depict these in a form of a pinwheel, to remind ourselves change in one area will cascade to all other areas like Business adaptability.

How do you know when it’s time to transform your organization?

Is there a way to tell if the current state of your company is in need of change, or if everything is just fine as-is?

The answer to this question varies from person to person and company to company. Some people might say that it’s time for an organizational transformation when they sense stagnation, while others may wait until their business starts declining before taking any action.

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How first few weeks look like.

Our Success Cases

Versatile Consulting - Operating Core Transformation

Operation Core Transformation

Industry: Agro – Agro Chemical company with €24Billion in revenue.

People involved: approx. 5000 people.

Business Problem: Business and Market change needed new operating core.

Results: A global transformation of the operating core, starting with new coordination model and an Operating model design and implementation.

Faster Iterations on Analysis and Data Gathering

Industry : Largest Bank in Austria

People involved : 250 People across Europe

Business Problem : Data & Analytics area had slow delivery.

Results : Faster Iterations on Analysis and Data Gathering. New Analytical platform designed and start of implementation in less than 3 months.

Grass root innovation - Versatile Consulting

Grass Root Innovation to Full scale innovation hub

Industry : 2nd Largest HR and Accounting Software firm.

People involved : 4000 people across globe.

Business Problem : Traditional organization with none to very little push for innovation.

Results : About 4000 people trained in organization in different grass root innovation techniques. Resulting in multiple innovation projects and improvements in customer experience.

Resources about Organisational Transformation

KNOM Element Five, data through intuition and intuition through data: Part 6

Operating Model, Organisation Structure, Organisational Design | 0 Comments

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

Operating Model, Organisation Structure, Organisational Design | 0 Comments

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

Operating Model, Organisation Structure, Organisational Design, Sustainable Organisational Growth | 0 Comments

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.”

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