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How do I bring a next-generation operating model together?

Senior leaders have a critical role in making it happen. They must first convince their peers that the next-generation operating model can break through organisational inertia and trigger step-change improvements. With broad buy-in, the CEO or senior executive should align the business on a few key journeys to tackle first. These can serve as beacons to demonstrate the model’s potential. After that comes evaluation of the company’s capabilities to determine which
levers can be implemented using internal resources and which will require bringing in resources from outside. Finally, there is the work of actually implementing the model.<br/><br/>

Transformation cannot be a siloed effort. The full impact of the next-generation operating model comes from combining operational-improvement efforts around customer-facing and internal journeys with the integrated use of approaches and capabilities.<br/><br/>

© McKinsey and Company

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