For organisations carrying drag they have been treating as a performance problem. I diagnose where an operating model stopped matching its conditions, design the change a board can authorise, and stay through the period when the old model is being dismantled and the new one is not yet holding weight.
Diagnosis. A structured assessment of where the model and the conditions have separated, run through the thirteen-question instrument and interviews at board, executive and operating level. Fixed-scope, and where most engagements should start.
Redesign. Design of the target operating model — decision rights, structure, capability, and the governance that has to change for any of the rest to become real.
Execution support. Advisory through the transition, when the previous model has been broken and the new one is not yet carrying load.
Board advisory. Ongoing counsel to chairs, boards and chief executives on decisions taken under sustained pressure.
The method is set out in The Regenerate Leap. Read the full diagnosis of operating model misfit.