Organizations rarely fail because of weak strategic ideas. They fail because execution falters. A poorly designed Operating Model is often the culprit, creating friction, duplication, and wasted energy. Even when leaders commit to redesign, results can disappoint. The reason is not the framework itself but the way it is applied.
Every framework comes with traps, and Operating Model Design is no exception. There are six common pitfalls that undermine its effectiveness. Leaders who understand them—
