- Explains how to design and adapt an operating model that will allow organizations to meet the most pressing business issues
- Shows why preserving financial margins without top-line growth is futile and why traditional operating models crafted for past contexts are no longer fit for purpose
- Covers how to: boost efficiencies, avoid duplication of work by dissolving silos, make effective integration or divestment decisions and capitalize on the power of technology
- Written by a global team of Accenture experts who have worked with clients across Europe, UK, USA, the Middle East and Asia
Rethinking Operating Models
Data and Technology Powered Organization Design
Design an operating model that will meet your business challenges today and in the future.
Key features at a glance
EAN: 9781398617964
Edition: 1
Published:
Format: 234x156
256 pages
About the book
69% of executives believe that their operating model is unable to continuously adapt to disruptive forces and 73% see at least some risk to growth and performance if they don't rethink their operating model. This book shows you what to do.
Providing practical frameworks and tools to design organizations that meet ambitious growth, profitability and sustainability goals, Rethinking Operating Model Design is a must-read for all OD practitioners and senior business leaders looking to adapt their operating model to meet the most persistent and pressing business questions. It allows practitioners to design models that will fuel growth and innovation, transform through data and technology and achieve agility at scale. This book also provides essential coverage of how to handle mergers, acquisition and divestments, how to manage complexity and cost as well as how to embed responsibility and sustainability into the organization.
Written by a team of experts and supported by proven methodologies and real-world examples, this book provides readers with the ability to tailor solutions to their own unique contexts and challenges rather than adopting a one-size-fits-all approach to their operating model.
About the authors
Amy Kates is a senior leader in Accenture's Operating Model & Organization Design practice. She teaches organization design through Cornell University and is based in New York City, New York.
Greg Kesler is the global leader of Accenture's Operating Model & Organization Design practice. He is based in Easton, Connecticut.
Kent McMillan is a consultant, innovator and educator. He has held global leadership roles at Accenture and is based in London, UK.
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