Most organisations can describe their governance structure with reasonable confidence. There are boards, committees, terms of reference, and escalation paths. The architecture exists. What is often absent is clarity about how decisions actually get made, and by whom....
The risk in transformation is rarely whether the strategy is right. It is whether the design will survive implementation. Most organisations invest considerable effort in strategy. The analysis is thorough, the logic is sound, the ambition is clear. Yet a significant...
Most operating model work starts in the wrong place. The typical approach, restructure the organisation, map the processes, select the technology, feels logical and productive. It creates visible activity and tangible outputs. It also tends to produce designs that...