← BackCAPABILITY
Organization, Governance & Execution
Redesign decision rights, management cadence and capabilities around the strategy.
Organization,
CONNECTED ENTERPRISE MODELAn organization whose authority, routines and capabilities reinforce the strategy rather than negotiate around it.
The constraint behind the symptom
A new strategy cannot run through an operating model built for the old one. We align structure, authority, incentives, forums and capability building with the choices the enterprise now needs to make.
Questions that guide the work
The diagnosis prevents a functional solution from being applied to a problem that crosses the system.
- ✓ Where must authority move?
- ✓ Which forums decide and which only coordinate?
- ✓ What behavior do current incentives reward?
- ✓ Which capability gap blocks the strategy?
Connected interventions
Scope follows the evidence, but commonly integrates the following workstreams.
- ✓ Operating-model and decision-right design
- ✓ Governance and management cadence
- ✓ Role, incentive and capability alignment
- ✓ Transformation portfolio and adoption system
The capability that remains
An organization whose authority, routines and capabilities reinforce the strategy rather than negotiate around it.