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
