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Few management practices are as common, or as frequently disappointing, as Operating Model Redesign (OMR). Leaders launch redesigns to accelerate growth, sharpen execution, or adapt to new markets. Many of those efforts end with a revised organizational chart and little measurable change in performance. The structure moves, but the results do not.

For years, organizations seeking to avoid that outcome relied on a set of 9 golden rules derived from research conducted in 2014. Those rules captured

The excitement around Generative AI (GenAI) has reached boardrooms, budgets, and business units. But enthusiasm does not equal execution. Most organizations launch GenAI initiatives with fanfare, but few extract consistent value. The failure is structural, not strategic. It stems from a lack of operational clarity—no defined architecture, no clear roles, no enforced governance, and no mechanism to scale what works.

Enter the GenAI Operating Model framework. This is not another layer of abstractio

Most strategies look impeccable on paper. Market positioning is defined, financial targets are ambitious, and leadership alignment feels strong. Yet when execution begins, cracks appear quickly. Misaligned decision rights, overengineered governance, or unclear roles drag performance down. At the core, the Operating Model is often the missing link. Without a deliberate approach, organizations design by accident rather than intent, leaving strategy stranded at the conceptual level.

An Operating Mod

Most people believe that the value and impact of the C-level leadership originates from the number of meetings conducted, having the ability to plan for long term, and make key strategic decisions collectively.  However, in reality, the C-level seldom works in unanimity to make collective decisions.  They often have animosities with each other and lack collaboration and mutual trust.

The real impact and success of the top team emanates from the informal and social networks of its members, their r