Common challenges when you change your operating model:


Are these your Issues?

Business transformation is challenging. Only a minority of major business transformations are classified as successful (Kotter, Tabrizi).

Selected challenges to overcome include:


  • There is denial in some quarters of the need for change, causing timetable to slip.
  • Slow progress versus plan causes loss of momentum and strengthens resistance.

Design & Restructure Functions

  • The target business model (global operating model) has not yet been adequately defined, and operating model design remains high level.
  • Functional work stream leaders are asked to set up workgroups to re-design functions  but progress is slow versus plan for various reasons (e.g.,local optimisation, high workload, resistance, job loss concerns)

Regional / Country Design & Restructure

  • Regional and Country operating model design is dependent upon functional designs and global operating model design;  these are still ill defined.
  • Country and /or regional restructuring proposals do not go far enough.

Front Office and Back Office Roadmap and Implementation

  • Cross programme interdependencies are not being explicitly managed. There is no single overall governance overseeing the implementation, and no dynamic management of the key independencies.
  • Many programmes have an IT dependency, but IT’s record of delivering on-time-in-full is patchy.

Implementation Tracking, Value Tracking

  • Lack of vision for information requirements under new operating model.
  • Delays in setting up information office to deliver the business intelligence and reporting required by the new business model.

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