ADKAR Change Management

 

Failed change is rarely due to resistance.

It's because a proper framework wasn't used.

And a structured roadmap wasn't put in place.

That's where the ADKAR model by Jeff Hiatt comes into play.

It provides the structure and framework for effective change management.

Which, by the way, is critical to any business.
Without change, you don't evolve, and you get left in the dust.

This is how it works:

Awareness 👋
↳ Create an understanding of the objective.

Desire ✋
↳ Cultivate a personal drive to embrace change.

Knowledge 🧠
↳ Equip your team with the necessary understanding of a new system.

Ability 💪
↳ Empower individuals and teams with the capacity to enact change.

Reinforcement 🔄
↳ Strengthen the innovation introduced by the change process.

If you read the sheet, you'll find a breakdown of each stage.

And typically, the perceived value of the model is low to begin with.

But with time, people gain knowledge, ability, and they recognise the tangible value.

These are 3 best practices for ADKAR that I've picked up:

1. Lead from the front 🙋🏻‍♂️
Change doesn't start with a process.
It starts from the leader.

2. Make progress visible 🏔️
If people can see the impact...
That's what keeps them invested.

3. Reward behaviour, not outcomes 🏆
This builds a culture of genuine progressions.
Which leads to results !

And so, if you want change in a business, consider your approach.

The wrong one can cost time, money, and even relationships.

Credits to Chris Donnelly, make sure to follow!

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Change Management Basics

 

Humans thrive on routine and knowing what to expect before it happens. It’s why Times Square and airports and rest stops feature familiar chain restaurants instead of bespoke local cuisine. We’re craving the routine because it’s safe and comfortable. The need for routine makes change hard. We’re uprooting our foundations, questioning our beliefs and assumptions, and welcoming chaos before there was order. Who wants to do that? Change management basics acknowledge that change is hard for people, regardless of how obvious, beneficial, or simplistic those changes may be. It understands that change isn’t a technology dilemma or logistical challenge, or financial hurdle to overcome.

What Exactly Do You Mean by Change Management?

Change management acknowledges that the most challenging part of implementing significant changes isn’t the technology or processes themselves. Instead, it’s the need for alignment around the new program. You can diagram workflows, buy shiny new tools, and tout your unique capabilities and optimized logistics. Still, things only really change when people start using the new stuff and quit relying on what they did before.

An effective change management strategy incorporates the human elements of implementing change alongside the technical, physical, and logistical aspects.

Change management basics

There are plenty of change management principles, theories, and methodologies out there. But what they all have in common is an understanding that behaviors and beliefs must change.

Kurt Lewin’s model describes it as unfreezing, changing, and refreezing, underlying the importance of breaking old habits. To do this, Lewin explains that leaders must first define and convince people to move toward the new, desired state. Once that’s complete, you can then lock in the new behavior as the norm.

The need for product professionals to implement change highlights a fundamental challenge. If people don’t want or need to change, they’re unlikely to embrace it. When the old way was “good enough,” people resisted change. In the past, people accepted the hurdles and obstacles they faced were how things worked.

People become resigned that the inefficient nature of the status quo is something you have to live with. Over time becoming numb to its confounding nature. They need convincing that the proposed change will create meaningful benefits for the entire organization. Only then are they ready to begin accepting and implementing change.

The seven Rs of change management

One method of implementing significant changes relies on the “seven Rs” of change management. These are:

The common thread in these Rs is context. While they touch on a few aspects of the execution, they’re far more focused on why the change is happening. Moreover, they target who it impacts and how it fits into the organization.

What sabotages significant changes is far more often apathy or outright resistance to change management basics. Enthusiasm and commitment only come when everyone truly understands why the change in question is significant and matters.

What’s the Plan for Implementing Change?

How do you implement change? How do we make it happen? Like all significant undertakings, you’re going to need a plan.

With the 7 Rs in mind, this isn’t your ordinary project plan because the scope extends far beyond writing code and shipping software. It must also encompass the human side of implementing significant changes.

Change management warrants a comprehensive roadmap, including all the multi-pronged, parallel efforts required to plot out and pull off such a massive affair successfully. Visual roadmaps have a few key elements making them ideal for the job and are suited for this task.

Timelines and milestones

Change management without a schedule and deadlines is a lost cause. Disrupting the old way of doing things for something new and different won’t happen by itself. Without holding stakeholders and contributors to target dates, these tasks will always be pushed to the back burner in favor of more “pressing” needs.

There must be a timetable for change and accountability for hitting dates from the top to down to keep things on track and maintain momentum. Roadmaps illustrate when different initiates are slated to start and finish, once again providing context for how each piece fits into the larger puzzle.

This visibility allows managers to allocate resources and plan accordingly for what’s, doing the work this change requires without necessarily ignoring other product, business, and customer needs during this timeframe. Few companies have the luxury of shutting down their regular work to execute a significant change, let alone implement change management basic strategies right away, so this acknowledges the reality that other work will take place during this timeframe.

And for work that specific dates must complete due to downstream dependencies, contractual obligations, or regulatory compliance, milestones put a hard deadline in place and give it maximum visibility. These fixed cutoffs make it clear to those involved that getting things done by a specific date isn’t, which also allows management to apply pressure or shift resources if needed.

Swimlanes and color coding

By definition, change management projects span multiple parts of the organization, often including separate workstreams and varying teams participating in different stages of each workstream. Using swimlanes and color-coding, these parallel tracks can be adequately visualized, and each team can quickly see which parts of the plan they’re for.

For example, the roadmap might have swimlanes for Communication, Product A, Product B, Back Office Systems, and Governance. Then, within the Communication swimlane, the responsible party for each phase would be indicated using colors, such as blue for the executive team, red for marketing, green for human resources, and yellow for the sales team. This provides at-a-glance clarity regarding who owns what.

The right tools for the job

Visual roadmaps are optimal for communicating the complexities, dependencies, and high-level schedule for change management. The way to achieve this is a purpose-built visual roadmapping tool like ProductPlan. These tools make it easier to create, maintain, and share the roadmap across the organization.

Visual roadmaps built with this kind of tool have a few benefits besides ease of use. Because it’s witnessed, everyone always sees the latest and most excellent version, avoiding relying on outdated copies. You can also tailor the level of detail for different audiences using tagging and filters. Plus, integrations with other tools in the technology and product stacks enable viewers to drill down for more information and current status when needed.

Project plans add value at the more granular execution levels for the individual initiates within the more extensive change management process. Using both timeline and Kanban views in a tool such as ProductPlan, project managers and stakeholders can see precisely where things stand at any given point in time.

Communication tools such as Slack and even all-hands meetings also play a pivotal role in creating ongoing engagement and enthusiasm for change management. These ongoing touchpoints give everyone updates on progress, reinforce the benefits of the change, and provide an opportunity to answer questions and share experiences as the changes progress. When implemented effectively, change management basics can help your organization thrive.

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How to Support a Change Management Process Using Roadmaps

 

Change is hard. It’s an uphill battle against the familiar, the routine, complacency, and inertia. Even when people agree, change is needed. Figuring out the best change management process requires continued commitment and discipline.

More significant changes are even harder, mainly when the status quo has been stagnant for an extended period. On top of it all, all change needs to sync up across the entire organization’s complexities.

Significant changes must be intentional and well-planned efforts. They need a comprehensive program. A plan that encompasses all the essential elements and provides transparent communication to all involved. One of the best ways to ensure excellent communication with stakeholders is through leveraging a roadmapping tool.

What is a change management roadmap?

A change management plan roadmap presents the holistic view of all change management deliverables for all stakeholders. A change management roadmap provides an overview of the deliverables and milestones that need to be delivered to support a business change. These roadmaps are typically set up as timelines with a sequential flow of the deliverables.

6 Ways a roadmap supports change management process

1. A roadmap acts as a single source of truth.

Major overhauls take time and involve a lot of moving pieces. Keeping track of pending projects and tasks might feel like a Herculean effort.  But using roadmapping software for the change management process enables you to put everything from overarching themes to specific tasks all in one place.

The product roadmap serves as the system of record for the overall project. Roadmaps create transparency. Every interested party knows where to look for the current view of the world. It also means any deviations from the plan or status updates all happen in the same place.

Instead of referencing multiple sources, juggle lots of static presentations, spreadsheets, and project plans, it’s all in one spot. Roadmaps hosted in the cloud means there are no version control concerns. Nor are there worries that someone is referencing an outdated version of the plan.

Integrations with essential tools in the product development stack streamline the flow of information. Integrations keep everyone and everything in sync. It means less time bugging different teams for status updates and more time actively managing the process.

2. Easy way to keep stakeholders informed.

There is no substitute for the occasional in-person or virtual status review. However, roadmapping software has another crucial benefit in providing automated update notifications. Whether it’s a task marked completed, a new item added to the docket, or a tweak of the schedule, those who want to know can receive updates via email, Slack, or other asynchronous collaboration tools.

This will ensure no one is unaware of a significant change. It also keeps the project top of mind when modifications occur. Instead of waiting to hear about it later, anyone impacted by a given change or adjustment gets instant notice and can act accordingly.

3. A tool for resource management and accountability.

The larger the undertaking, the more people involved. Increased participants create opportunities for people to shirk their responsibilities. Or blame someone else when something slips or doesn’t meet the requirements.

While a roadmapping tool can’t change human nature, it can provide clear visibility into who’s doing what. Using milestones, any clear, hard deadlines can be set for specific dates, which leaves no question regarding expectations. This can help smooth the interpersonal dynamics that accompany cross-functional collaboration.

Roadmapping software can provide a more visual look at how you’re deploying resources. You can quickly spot who’s double-booked as well as who might have some openings to pick up some slack. A glance can also indicate which team or individual is responsible for a given deliverable for increased accountability, a clear escalation path, and supports the change management process.

4. Roadmaps add context.

When a large change management program is broken down into dozens of discrete tasks, it cannot be easy to see the big picture. It’s not always clear WHY a given item needs to be done at a particular time… or even at all for that matter.

Breaking plans down into specific streams based on key goals, objectives, or themes is a way to present the context for specific work items visually. Not only does this illustrate the connective relationships between each piece of the puzzle, but it also conveys the larger story of the initiative.

For example, if an organization is trying to overhaul its sales process, there would be multiple themes for that undertaking. A “Systems” theme includes any work related to acquiring and standing up a new CRM and modifications to the accounts receivable and inventory solutions. Meanwhile, there could be a “Staffing” theme that includes talent evaluation, territory development, hiring, onboarding, and training. There might also be a “Marketing” theme that includes new messaging and positioning, a refresh of digital assets, and new collateral development and production.

Within each of those themes are many to-do items of various shapes and sizes, with each slotted, resourced, and tracked. But by rolling them up under specific themes, their relevance to the overall project is clear.

5. Customized views for uncomplicated communication.

Even though all the project details are within the roadmapping software, it doesn’t mean everyone needs to see it all. Custom views tailor what different stakeholders see.

With this capability, you can apply filters to limit how much information each audience views. The goal here isn’t to hide data but to only present people with the information, they need and want to see.

Customizing views can keep things at the appropriate level for a given person or a particular conversation or meeting. Removing extraneous details, what’s vital for that given context, won’t get lost in a sea of data.

6. Clarity and simplicity for alignment.

Many project planning tools allow you to track and schedule resources down to the minute. Yet, these aren’t incredibly helpful for communicating with stakeholders and creating alignment. They’re too specific, detailed, and complicated for someone who doesn’t spend most of their day worried about the minor nuances.

A visual roadmapping tool makes it easy. Users can drag and drop to create their plans, using color coding and legends to tell the story and give each piece meaning to the casual observer. And while there’s always the ability to drill down for more detail, the big picture never gets lost.

Set your change management project up for success

Many organizations have lofty aspirations and good intentions when they try to transform their structure. But far too often, they end in a mixed bag of partial victories. It’s a universal truth that transparency, visibility, and accountability are usually partially to blame.

Those with the power to fix things seldom know there’s an issue at all. Not until it’s snowballed into a significant problem. This is why a single source of truth supports a change management process.

Using roadmapping software as the foundation for how these change management projects planned, managed, and executed can mitigate many of these factors. The goals, milestones, and latest status are always available to those who need to see them. There’s a shared foundation for the hard conversations and tough decisions accompanying any project of this size and importance.

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Modern Operating Model. Part 1.

 

Part 1. What is the Modern Operating Model?

A modern operating model is a flexible blueprint that aligns a company's strategy, structure, processes, and technology to deliver value and achieve objectives in a changing market. It is characterized by agility, a focus on customer outcomes, and the integration of data and technology to enable quick adaptation and continuous improvement. Key elements include cross-functional teams, agile methodologies, and data-driven decision-making to foster collaboration and efficiency. 

Key characteristics

• Agility and flexibility: Modern operating models are designed to be responsive to market changes, replacing rigid structures with more fluid and adaptable systems.
• Customer-centricity: They prioritize delivering value to the customer by organizing around products, services, or customer outcomes rather than internal functions.
• Integration: They seamlessly connect different parts of the business, such as strategy, funding, and execution, into a single flow.
• Digital transformation: Technology is a core component, integrated into all business functions to improve efficiency, customer experience, and innovation.
• Data-driven decision-making: Organizations use data to inform their decisions and track progress, enabling continuous improvement. 

Components of a modern operating model

• People and culture: Involves fostering a culture of continuous improvement, cross-functional collaboration, and employee empowerment.
• Processes: Shifts from traditional, linear processes to more agile workflows that enable faster delivery and adaptation.
• Technology: Leverages technology to automate tasks, enhance communication, and provide insights through data analytics.
• Governance: Includes new forms of governance that empower teams and focus on customer outcomes rather than traditional metrics.
• Structure: Often moves away from hierarchical, siloed departments towards cross-functional teams dedicated to specific products or solutions. 

How it differs from traditional models

Feature	Modern Operating Model	Traditional Operating Model
Structure	Cross-functional, product-focused teams	Siloed, functional departments
Decision-making	Empowered, agile, and data-driven	Hierarchical, centralized
Focus	Customer outcomes and value delivery	Internal processes and performance
Change	Continuous and adaptive	Periodic and project-based

Why the Modern Operating Model is necessary

An operating model drives value creation and strategy execution across an organization. It represents the guiding principles of operations: how different parts of a business should work together to deliver value to customers and stakeholders. It also encompasses how an organization functions to meet core business objectives such as efficiency, growth, and adaptability. Organization structure, culture, processes, technology and decision-making procedures are key parts of an operating model.  

In the modern era, several factors impact how we think about conventional operating models: 

• The lingering strategy execution gap  
• A fast-changing world across all dimensions of life  
• The fourth industrial revolution, the wealth of data and its application 

Considering these factors, an updated, modern operating model is needed to solve the lingering strategy execution gap and unlock the opportunities of an evolving world. In this article, we’re going to outline what the Modern Operating Model looks like. For detailed information on the context, challenges solved, and the opportunities of the Modern Operating Model, we will be releasing a second part to this article.

The Modern Operating Model overview

There are five core components that make up the Modern Operating Model, each with different parts within. 

 1) Define the destination 

Your mission, cultural values, vision, and strategy work together to act as a north star for your organization. This sets the destination and goals that your organization needs to align towards. 

2) Change the business 

Strategic objectives, OKRs, and planning the work quantify and make reaching your destination a tangible proposition. They create alignment, structure, and focus to maximize efficiency, speed, and productive power toward your goals. 

3) Run the business  

Observability of KPI’s through a connected technology stack in addition to OKR reporting gives you powerful insights into what’s happening inside the business, in addition to progress toward goals.  

4) Do the work 

With the organization aligned, the plan is executed through daily work. Proper alignment through organization architecture, culture, and a clear line of sight between strategy and execution empowers your employees to do their best work. 

5) Assess & adapt  

Through continuous monitoring, data-driven decisions are made to incrementally optimize, navigate threats, and seize opportunities. Strong top-down alignment liberates your organization to adapt quickly and move as one. 

Although there’s a chronological logic to the Modern Operating Model, all components of the Modern Operating Model work together in a feedback loop and need to be engaged simultaneously as an ongoing discipline. Let’s now dive into the different components of the Modern Operating Model and their corresponding parts in more detail. 

Component 1: Defining the destination

Correctly defining the destination impacts alignment. At the highest level, defining your destination is about where you want to go, why you want to go there, what needs to be done, and how you will do it. If there’s a disconnect between how your team sees the bigger picture, conflict, erosion of trust, and misaligned execution may emerge.  

Defining the destination can be broken down into three core parts: 

1. Mission and cultural values 
2. Vision 
3. Strategy 

Mission and cultural values 

Mission and cultural values play a role in alignment as everyone in your organization needs to approach their work from the same perspective. Otherwise, there will be a disconnect at the execution layer of the organization. For instance, having a common philosophy that prioritizes customer satisfaction over short term revenue will lead to different behaviors and decisions from your team.  

Mission and cultural values also affect engagement, especially in the context of a new generation of workers. Generation Z and Millennial workers aspire to work at organizations that have a greater purpose and more conscious culture. Failure to align your mission and culture with these changing attitudes means you may reduce employee engagement — another key part of effective strategy execution. As these generations value company loyalty less, you may also risk losing key personnel which leads to other execution challenges. 

Vision 

Like with mission and cultural values, your vision is important for alignment. Your whole team needs to see the future in the same way to maximize engagement and work in synchronization. Vision also has an impact on priorities and strategic focus. A clear idea of your destination means you can make better decisions about the relevant work that needs to be done, take advantage of the right opportunities, and importantly, not become side tracked along the way. 

Strategy 

Your strategy is the first tangible link between defining your destination and generating the momentum to get there. Your strategy represents why, what, and how your company will navigate at the highest level and informs how you set strategic objectives and OKRs, which play key roles in the next component of the Modern Operating Model.  

Component 2: Changing the business

The next component of the model is changing and aligning the business. Changing the business is about deciding on the initiatives and goals you want to focus on to reach your destination. Good organizational alignment is about getting the whole organization in sync and moving in the same direction. 

Proper organizational alignment improves strategy execution through: 

• Greater efficiency: working on the right things means less waste in the form of time and resources 
• Higher engagement: having a clear line of sight between strategic objectives and daily execution means employees can see how their work impacts the organization
• Prioritization and focus: alignment means the whole team focuses on the objectives and activities that are mission critical

Alignment plays an important role in organizational adaptability. If there are any big changes or shocks to the business, your organization needs to be able to move together as one unit. If parts of your organization are misaligned, they may lag behind if your destination changes which can lead to operational roadblocks. In addition, the megatrends of remote and flexible work mean getting alignment right has become more difficult due to a more distributed, asynchronous, and multi-cultural workforce.  

Alignment starts with clear top-down communication about the destination and what needs to be done to get there. This is achieved through setting strategic objectives and OKRs, in addition to careful planning of how your team will execute the work. 

Strategic objectives and OKRs  

The first part of aligning the business is setting and communicating strategic objectives and OKRs. In many cases, the communication of strategy can get lost as it filters through the multiple layers of the organization. This is made worse due to strategy being more abstract and high-level, with language that may not be easily understood by the execution layer of the organization.  

Strategy without objectives is meaningless — it needs to be clarified, quantified, and plotted against a timeline. This is what strategic objectives enable — they break down your strategy into tangible goals that can be easily communicated and worked toward as a team.  

With strategic objectives set and communicated, your organization can then set OKRs (objectives and key results). These break down your strategic objectives even further by quantifying the specific outcomes different parts of the organization need to achieve. These also need to be communicated across the organization to ensure alignment. Where strategic objectives work on a yearly or multi-year timeline, tactical OKRs function on a quarterly or yearly basis.  

Strategic objectives and OKRs impact strategy execution by: 

• Plotting ambitious yet achievable goals to stretch the team’s capabilities while preserving morale. 
• Creating vertical alignment so everybody is working toward strategic objectives. 
• Enabling horizontal alignment so interdependencies between departments can be mapped out, increasing collaboration. 
• Boosting efficiency, engagement, prioritization, and focus through bottom-up involvement in goal setting. 
• Creating an outcome focused organization as opposed to activity which doesn’t generate results. 

Planning the work 

With strategic objectives and OKRs set and communicated, planning the governance and execution of work is next. 

A few things to consider during this phase are: 

• Culture design: Your operational culture must be transparent, continuously learning, and braced for constant transformation. This enables effective use of the OKR method and continuous adaptations. At the leadership level, there must be a shift from control and compliance to trust and transparency. 
• Organization architecture: Your organization structure needs to be adaptable to account for asynchronous, remote, and flexible ways of working.  
• Policies and procedures: Decision making should be made at the edge of the network — closer to the source of data and point of execution, as opposed to centrally. In the modern era, there’s no longer time to go up and down the chain of command to make decisions. Greater communication and transparency efforts need to be pushed to eliminate information silos and shadow organizations.  
• Playbooks and processes: Mapping out the strategies and tactics of the work to be done. 
• People: Deciding who will be doing what.  
• Tools: Choosing the right software tools to enable work. With the Modern Operating Model, special emphasis is placed on connecting all your data sources for better observability and assessment.  
• Resource allocation: Setting budgets appropriately to meet different OKRs.  
• Programs and initiatives: Organizing work at a high level in conjunction with strategic objectives and OKRs.  
• Approaches to work: Deciding on how work will be carried out with task management, workflows, projects, sprints, etc.  

Effective work planning increases the efficiency of your strategy execution. Conducting work in the right manner means time and resources are saved through error reduction, in addition to faster and better work outputs.  

Component 3: Running the business

As work is conducted, there needs to be continuous monitoring of both data and information. In a Modern Operating Model, monitoring incorporates and goes beyond traditional management check-ins and annual and quarterly performance reviews. KPIs are gathered from all parts of the business in addition to the application of the OKR method. Working in conjunction, OKRs and KPIs create a more powerful picture of what’s happening in the business and how it affects progress toward strategic goals.  

As part of the internal monitoring aspect of The Modern Operating Model, KPIs are pulled from a connected technology stack to provide business observability. With the right tools, you can sync your KPIs to continuously update alongside your OKRs, in addition to gaining insight about potential risks and opportunities. To add to this, OKRs provide quantitative data in the form of key results and confidence assessments toward meeting objectives. They also provide qualitative information in the form of weekly OKR reviews and quarterly retrospectives.

External monitoring is also a necessary part of the Modern Operating Model. This involves constant surveillance of your business environment to identify changes, threats, and opportunities. This could be in the form of understanding megatrends such as the next wave digitization or keeping tabs on startups that could potentially disrupt your space. 

Together, internal and external monitoring are used to compress learning feedback loops and boost business observability, which can then be used to make more accurate decisions about changes and adaptations to your strategy execution. 

Component 4: Doing the work

The next component of the model is doing the work. At the surface level, this involves the basics of completing tasks, inputs, transformations, and outputs. But under the Modern Operating Model, the essence of how the work is done is different. 

When applied correctly, the ideal state of work should look like this: 

• Fully engaged employees who expend discretionary effort to improve their craft and solve problems. 
• Collaboration and communication between teams to work toward common objectives. 
• Continuous learning and feedback based on regular OKR reviews and KPI observability. 
• Greater ownership and accountability of work through transparency. 
• Decisions made locally in a data-driven way. 
• Greater focus on outcomes, as opposed to tasks and activities.  
• More experimentation and embracing failure. 
• Recognition and reward based on merit and adherence to company values.  

Although this ideal state of work doesn’t happen overnight, the components of the Modern Operating Model are designed to optimize your strategy execution over time, bringing this ideal closer to reality over time.

Component 5: Assessing and adapting

With the right data and information through business monitoring, assessments can be made to adapt strategy execution to help you stay the course. The process of assessing and adapting involves looking at the data and information you have collected, extracting the insights and narrative, and turning them into knowledge which can be used for decision making.  

At the macro level, the purpose of this component is to help you navigate the threats and opportunities of a fast-changing world. This means you may need to make changes to your destination and how to get there at a strategic level. In addition to the points mentioned above, these could include navigating changing economic, political and social conditions, adapting to innovation, and ESG (environment, social, and governance) concerns.  

At the micro level, you want to assess and adjust your strategy execution for: 

• Overall effectiveness: Optimizing the different components of the Modern Operating Model such as how work is done. 
• Progress towards OKRs: Looking at key results metrics for each objective and uncovering the reasons for possible underperformance. Deciding whether the OKRs set are still relevant in terms of achievability and being critical to current strategic objectives. 
• Internal warning signs: Gaining insight and foresight, as opposed to hindsight, about operational problems through AI and KPI data. This could be technical issues such as servers going down or business challenges such as a high churn rate among a customer demographic.  
• Internal opportunities: Spotting patterns and trends to map out new opportunities. For instance, looking at customer support data to identify unmet or emerging customer needs. 

As adaptability is central to the Modern Operating Model, you will continuously adjust different components of your strategy execution based on the data and information you collect. You may only need to make small changes to a work tactic, for instance, or realize there is one threat or opportunity you need to focus on. But as time progresses and the business environment changes, you may need to adjust at the strategic level. Full adaptiveness of strategy execution at both the macro and micro level is the promise of the modern operating model. 

Why use the Modern Operating Model?

Optimizing your strategy execution is relevant to every company regardless of size, stage, or industry. Working together, all components of the Modern Operating Model boost alignment, focus, adaptability, and efficiency in your strategy execution. 

Through adopting the Modern Operating Model, you can better navigate the threats and opportunities of a fast-changing world, in addition to achieving your strategic goals faster. To learn more about the broader context, challenges solved, and opportunities of using the Modern Operating Model, we will be releasing a second part to this article.

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