Operating Model Transformation
Reimagine your operating model today to build the organisation you envision for tomorrow. Get a exploration callOrganisational culture is the key objective of any transformative change initiative. We always focus on creating an adaptive and flexible organisation to support Business Adaptability.
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.
How first few weeks look like.
Our Success Cases
Operation Core Transformation
Faster Iterations on Analysis and Data Gathering
Grass Root Innovation to Full scale innovation hub
Resources about Organisational Transformation
Knowledge Network Operating Model : Part 2
Skills and capabilities are in constant flux.
One day one skill is crucial – the other day, a new capability overtakes it. The Knowledge Network Operating Model constantly evaluates and iterates upon the skills and capabilities needed for the organisation to overperform.
This and more I delve into in Element 1: Permanent Home of my new organisational operating model – give it a read and let me know what you think.
An Overview of the Knowledge Network Operating Model : Part 1
You will never have a “finished” organigram, hierarchical structure, or organisational design because circumstances change to force the organisation to change. The ecology shifts, so the organisation must adapt. The Knowledge Network Operating Model, or KNOM, is designed to continually be adaptive, always changing based on circumstances.
My first steps towards understanding organisations.
I see organisations as living organisms that can either shelter or adapt themselves based on four layers of interacting variables: Product/Service, People, Processes/Procedures, and Culture. Most companies pride themselves on adaption due to rapidly changing environments. Although, what I have experienced is that organisations do not follow such an adaptable mindset. The organisational structure is rigid and needs to reflect the opposite: dynamism and adaptability.
to find out how Versatile help you shape and aline your organization to your business.
Thank you for contacting us
Please, send an email to connect@versatilelab.com
Thank you for contacting us
Please, send an email to connect@versatilelab.com