The operating model encompasses the governance, talent, culture, agile mindset, tools and practices within the business.
It is the entire supporting operational infrastructure of a business and if it isn’t prepared for change, initiatives will fail and the business will not evolve or modernise.
In order to make change permanent, the change itself has to be effective, supported and bring persistent value. This requires a common vision and alignment, shared value-based goals and the tracking of both human and product performance.
It is the entire supporting operational infrastructure of a business and if it isn’t prepared for change, initiatives will fail and the business will not evolve or modernise.
To make change permanent, the change itself has to be effective, supported and bring persistent value. This requires a common vision and alignment, shared value-based goals and the tracking of both human and product performance.
Change must be driven from the top, with full buy-in.
By using our ‘Under The Hood’ method we are able to assess the landscape, to understand all the interlinked and embedded behaviours, habits and mindsets within your business. From there, we will begin to create a strategy and recommendations.
We will support in setting up new processes, agile governance and run pilots to test and scale the change, ensuring that results are measured and visibility is created with access to dashboards for delivery and team performance.
Fostering an environment which values and nurtures your talent will encourage a culture of motivated, innovative teams. In this digital age, keeping great talent is key to staying ahead. Making it an attractive place to work by moving with the times is important for success.
This includes remote and hybrid working as well as anytime, anywhere workspaces and mixing skill sets, ensuring business context is well understood.
When building successful teams, what can be typically undervalued are technical and operational crossover skill sets as well as practicality, pragmatism and a good attitude.
With your insight and vision we will create a talent framework to:
We will help you create an environment that nurtures, supports and helps your people grow, making sure the best talent is put into the most important roles.
Human capabilities can be improved by building digital skills, training, on-the-job learning, coaching and up-skilling. This doesn’t just ensure you have the right mix of business and technology experience, but it also creates a highly skilled team which is passionate and invested in career advancement opportunities.
Strong governance and collaboration across your business process, applications and data will keep your teams united in their goals and on track for success.
We will help you create transparent reporting, fast and simplified decision making, good governance and help you give the right people authority. Finally, It’s all very well having goals, but if you don’t track and measure, how do you know where you are with your transformation progress? It’s also essential for continued support to be able to prove the benefits.
Whilst the engineers focus on engineering, product and our delivery manager can tidy up the loose ends and prepare operational readiness.
Removing siloes from technology and business operations is key to a successful operating model and driving growth. Every company is different and every operating model is different so let’s talk about what best suits you.
In a customer driven operating model, the decisions for what technology to invest in or which products to build are based on what the customer desires.
There are multiple aspects that companies must consider in today’s competitive market:
They need to adjust their operating models to ensure they can support a modern, digital business and make it sustainable to scale and adapt long term.
When tying strategies to business outcomes, the outcome needs to explicitly state a positive result for the customer. This could be a better experience or an increase in customer satisfaction for example, this could further be broken down by demographic and ideally needs to be quantifiable so it is then measurable.
When broken down in this way, lower level goals can be identified that still allows teams to innovate. Rather than fixed date projects, you can create a stream of activities for the evolution of your products over time. This in turn will create a continuous stream of value to your customers.
For maximum impact, the features you prioritise should be based on customer feedback and their priorities.
The primary reason top down leadership is so crucial to the success of your operating model is that technology alone won’t create change. It’s the supporting network, your people that will decide how successful your initiatives will be.
By incorporating customer feedback and building customer value into your strategies, you will create the ability to innovate continuously, seize new opportunities and improve customer engagement.
Leadership must also be adaptable and foster a change-ready mindset, one that can find opportunities when times are tough and generate and act on ideas for the creation of value, quickly.
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