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An operating model is both an abstract and visual representation (model) of how an organization delivers value to its customers or beneficiaries as well as how an organization actually runs itself.

Definition

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There are different ways of defining the elements that make up an operating model.

People, process and technology is one commonly used definition,[1] process, organization and technology is another.[2]

More recently, an operating model standard has identified some 31 areas of interest for those designing, developing, and managing operating models, and which considers both the context and structure elements of operating model transformation.[3]

An organization is a complex system for delivering value. An operating model breaks this system into components, showing how it works. It can help different participants understand the whole. It can help leaders identify problems that are causing under performance. It can help those making changes check that they have thought through all elements and that the whole will still work. It can help those transforming an operation coordinate all the different changes that need to happen.

An operating model is like the blueprint for a building. It is more dynamic than a building blueprint, with changes occurring regularly. Also, an operating model is not usually just one blueprint. There are likely to be blueprints for each element: processes, organization, decision making, software applications, locations and so on.

An operating model can describe the way an organization does business today – the as is. It can also communicate the vision of how an operation will work in the future – the to be. In this context it is often referred to as the target operating model, which is a view of the operating at a future point in time. Most typically, an operating model is a living set of documents that are continually changing, like an organization chart.

An operating model describes how an organization delivers value, as such it is a subset of the larger concept 'business model'. A business model describes how an organization creates, delivers and captures value and sustains itself in the process. An operating model focuses on the delivery element of the business model. There are plenty of disagreements about the use of the words business model and operating model.[4][5][6]

The term operating model may have been first used in corporate-level strategy (see History below) to describe the way in which an organization is structured into business divisions, what activities are centralized or decentralized and how much integration is required across business divisions. The term is most commonly used today when referring to the way a single business division or single function operates, as in 'the operating model of the exploration division' or 'the operating model of the HR function'. It can also be used at a much more micro level to describe how a department within a function works or how a factory is laid out. The section below titled Business/IT dialogue, explores one framework for thinking about the IT implications of different corporate strategies.

An operating model is one of the tools that leaders can use to help them formulate and execute strategy. Typically work on an operating model starts after some strategic plan has been proposed. It translates that plan into operating requirements and decisions and often also contributes to the plan by showing areas where the plan will be hard to implement.

An operating model can also be used as a tool when an organization is facing performance challenges. These challenges include such areas as fear of failure, financial uncertainty, poor decision-making, resource management concerns, staff morale and productivity concerns, regulatory and compliance risk, ineffective governance, and difficulty in scaling and adaptability[7]. The model can help with the diagnosis (what is causing the performance problems) and with the solution (what needs to change to correct the problems).

However, probably the most common use of the operating model tool is to get alignment between managers in different functions or divisions about how they are going to work together for the benefit of the whole.

Additional maps and charts are often needed. For example, an operating model will typically include an IT blueprint, locations maps, a supplier matrix, people models, decision grids and other elements such as a scorecard for assessing performance. The particular set of documents created will depend on what the operating model is being used for. There is no generally accepted set of charts or at least there is no agreement yet about what charts make up an operating model.


History

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Origins in corporate strategy

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The term operating model has been used in corporate strategy to mean what Lynch, et al., of corporate strategy describe as: "the relationships among the businesses in the corporation's portfolio and the process by which investments will be determined among them."[8]

Corporate strategy grew out of the research of Harvard Business School professor Bruce R. Scott who developed a model of the stages of corporate development.[9] He traced the evolution of a firm from "Stage I" with a single product (or line of products) to "Stage 3" with multiple lines of business, markets and channels. Following this work, Leonard Wrigley[10] and Richard Rumelt[11] developed ways of classifying company structures and comparing their strategies. They identified four different operating models:[12]

  1. Single line of business firms, where most revenue comes from a single activity;
  2. Related businesses where diversification is achieved by adding businesses that complement the original activity;
  3. Diversified firms that combines unrelated businesses, such as an oil company and a fertilizer business;
  4. Conglomerates – diversification is achieved without regard to complementary or synergistic effects.

The nomenclature evolved, but the categories survive:

  • Integrated: single business, requiring a single strategy for competitive advantage. Issues are formulated centrally and tailored for local needs to optimize the business. Success is measured by adding up the global numbers. Examples include McDonald's or Harley Davidson.
  • Allied-related: each business contains the ability to create advantage autonomously. Common interests are worked across businesses. Some support work may be shared across businesses. Examples include Canon and Procter & Gamble.
  • Allied-unrelated: each business contains the core work required to create advantage autonomously. Customers may be shared. Common interest are worked across businesses. Capabilities that portable to other businesses are shared for leverage. Examples include Avery Dennison's pressure-sensitive technology and self-adhesive base technologies that are used in Roll Materials medical group for single-use medical products.
  • Holding company: includes unrelated businesses, with multiple strategies, related or not.[13] Each business has self-contained brands/businesses with independent functional groups. The units are tied together only by ownership. Examples include Tyco International.

Some implications of the choice:[14]

Component Integrated Allied-related Allied-unrelated Holding
Business strategy One Many Many Many
Customers Same Shared Some shared Many
Corporate role Resource allocations Define protocols Define protocols Financial roll-ups and analysis
Human capital Common Some shared Some shared Independent
IT systems Common Common Few, interconnected Different
Enabling processes Centralized Centralized Some centralized Decentralized

Service Orientation Operating Models

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Operating models have become popular with service organisations, looking to improve processes to deliver greater value to customers and/or beneficiaries. One such operating model is the Service Operating Model Skills (SOMS) framework.[15]

SOMS is an operating model focused on the service sector. SOMS stipulates the expertise needed for people creating and working with operating models. The framework consists of seven elements:

  1. The customer experience
  2. Performance management and improvement
  3. Demand and capacity management
  4. People capability
  5. Process context
  6. Delivery – process design
  7. Strategy, governance, and leadership

SOMS was created by the Centre for Service Management in the School of Business and Economics at Loughborough University [16] in response to requests from trainers and instructors in the service sector; and is based on academic research from the Centre for Service Management.[17]

Business/IT dialogue

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The MIT Center for Information Systems Research (CISR), a research group at the MIT Sloan School of Management, suggests that an operating model is useful to guide IT investment decisions.[18] IT investment must support the operating model.

Ross, Weill and Robertson found that an organization with an operating model reported 31% higher operational efficiency, 33% higher customer satisfaction, and a 34% advantage in new product development.[19] In the book Enterprise Architecture as Strategy, they outline four operating models:

Process standardization and integration
Process standardization
Process integration Low High
High Coordination Unification
Low Diversification Replication
  • Coordination – low process standardization but high process integration (compare with allied strategy, where subsidiaries provide varied products to the same customers)
  • Unification – both high standardization and integration (compare with integrated strategy)
  • Diversification – businesses requiring low standardization and low integration (compare with holding company strategy)
  • Replication – high standardization but low integration (compare with franchisees or replicated facilities of an integrated strategy)

Operating models inform the appropriate level of business process integration and standardization to deliver the organizations promises to stakeholders.[19]

The operating model informs IT leaders about how various technical and business components should be designed and implemented to enable the chosen operating model:[19]

Technical/operational model grid
Component Coordination Unification Diversification Replication
Customer data Yes Yes
Product data Yes Yes
Shared services Yes Yes Yes Yes
Infrastructure technology Yes Yes Yes
Portal technology Yes
Middleware technology Yes
Operational processes Yes Yes
Decision making processes Yes
Application systems Yes
Systems component technology Yes

Coordination and unification models benefit more from consolidated views of customer and data across the enterprise than do diversification and replication models.

Industry standard operating models

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See also

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References

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Revisions and contributorsEdit on WikipediaRead on Wikipedia

Operating model

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from Grokipedia
An operating model is a conceptual framework that defines how an organization delivers value to its customers or beneficiaries by configuring its internal and external capabilities, including processes, technology, people, and governance, into an optimal design for executing its strategy.[1][2] Originating from corporate strategy discussions in the early 2000s, the concept gained prominence through research emphasizing the alignment of business processes and information technology (IT) to support organizational goals, as articulated in foundational work by MIT's Center for Information Systems Research.[3] This framework provides a more stable and actionable view of operations than high-level strategy alone, serving as a bridge between strategic intent and day-to-day execution.[2] In contemporary contexts, especially amid rapid technological and market changes, operating models have evolved to emphasize dynamic attributes such as agility, ecosystem integration, and tech-driven workflows, incorporating up to 12 design elements like purpose, talent management, and rewards to foster outcomes including clarity, speed, skills development, and employee commitment. As of 2025, operating models are increasingly incorporating AI agents, leading to 'agentic organizations' where humans and AI collaborate in dynamic teams to achieve exponential efficiency.[4][1][5] The importance of an effective operating model lies in its ability to adapt to disruptions like digital transformation, regulatory shifts, and evolving customer expectations, enabling organizations to achieve sustained financial performance and competitive advantage; for instance, companies redesigning their models have reported productivity gains of up to $170 million through better capability alignment.[1] By specifying critical IT and process capabilities, it also ensures business-IT alignment, reducing the common strategy-to-execution gap that affects up to 30% of high-performing firms.[3][4]

Definition and Fundamentals

Core Definition

An operating model serves as an abstract and visual representation of how an organization structures its core resources—encompassing people, processes, and technology—to execute operations and deliver value to customers and stakeholders.[6] It outlines the operational framework that enables the consistent production of products, services, or outcomes aligned with organizational goals.[7] Distinct from a business model, which defines the value proposition, customer segments, and revenue mechanisms for creating and capturing value, the operating model emphasizes the internal mechanics of execution, detailing how resources are arranged to operationalize those strategic intentions.[8] Whereas high-level strategy sets directional objectives, the operating model provides a granular blueprint for bridging strategy to day-to-day activities through specified process integration and standardization.[3] Central attributes of an operating model include the degree of integration across business processes, varying levels of standardization to balance efficiency and flexibility, and deliberate alignment with strategic objectives to ensure cohesive value delivery.[3][4] For example, it can be depicted as a simple textual flow: inputs (such as skilled personnel, automated systems, and defined workflows) are coordinated to produce outputs (targeted value, like seamless customer experiences or optimized service delivery).[6]

Purpose and Benefits

The primary purpose of an operating model is to translate business strategy into operational reality by aligning organizational resources, processes, and activities to achieve strategic objectives. This alignment ensures that day-to-day operations support long-term goals, bridging the common gap between aspiration and execution, where high-performing companies often lose up to 30% of potential value due to misaligned structures.[4][9] Effective operating models deliver multiple benefits, including enhanced efficiency through streamlined workflows and resource allocation, greater agility to respond to market changes, and improved scalability as organizations grow. They also reduce organizational silos by fostering cross-functional collaboration, which accelerates decision-making—often by 5-10 times—and provides clear visibility into performance metrics. Additionally, these models boost employee engagement and skills development, leading to higher commitment and faster adaptation to technologies like AI.[4][1] In terms of value creation, operating models ensure consistent delivery of products and services while enabling adaptation to evolving customer needs and external pressures, such as regulatory shifts or digital disruptions. By embedding customer-centricity and innovation into core operations, they drive sustained profitability and competitive advantage, as seen in cases where redesigned models improved customer satisfaction by 10-30% and operational efficiency similarly.[4][1] As of 2025, operating models are evolving to incorporate advanced AI integration, such as agentic organizations where humans collaborate with AI agents for scalable value creation, and adaptations to geopolitical realignments and slowing global growth through reconfigured value chains and AI-driven governance.[5][10] General studies from consulting firms indicate that organizations with well-defined operating models achieve 20-30% higher performance metrics, including profitability and revenue growth, compared to those without, underscoring their role in closing strategy-execution gaps. For instance, mature product operating models correlate with 16% higher operating margins and 60% greater total shareholder returns.[11][12]

Historical Context

Origins in Corporate Strategy

The foundations of the operating model concept were laid in mid-20th-century corporate strategy, where organizational structure was increasingly viewed as a deliberate extension of strategic intent. In 1962, business historian Alfred Chandler introduced the foundational idea in his seminal work Strategy and Structure, arguing that "structure follows strategy," meaning that a firm's operational configuration must align with its long-term goals to achieve efficiency and growth. This perspective emphasized how operational elements, such as divisional structures in large corporations like DuPont and General Motors, were designed to support strategic diversification, laying early groundwork for viewing operations as a strategic tool rather than a mere administrative function. Building on this in the 1980s, Michael Porter advanced the integration of operations into strategy through his value chain analysis, outlined in Competitive Advantage (1985). Porter's framework dissected a firm's activities into primary and support processes to identify sources of competitive advantage, highlighting how operational choices—such as logistics, operations, and procurement—directly influence cost leadership or differentiation.[13] This analysis shifted focus from high-level strategy to the operational mechanics that execute it, positioning operations as a core enabler of sustained profitability in competitive markets.[13] The 1990s marked a pivotal shift toward operational efficiency as a strategic imperative, propelled by business process reengineering (BPR). Michael Hammer and James Champy, in their 1993 book Reengineering the Corporation, advocated for radical redesign of business processes to achieve dramatic improvements in performance, cost, and speed, framing operations not as incremental tweaks but as transformative levers for competitive edge. BPR's emphasis on cross-functional processes and customer-centric redesign underscored operations' role in enabling strategic agility, influencing how firms rethought their entire operational architectures. Pre-2000 discussions on IT-business alignment further solidified these foundations within enterprise architecture practices. Frameworks like John Zachman's enterprise architecture model (1987) and the Strategic Alignment Model by John C. Henderson and N. Venkatraman (1993) stressed the need to synchronize information technology with business objectives, treating IT as an integral operational component that supports strategic execution. These models set the stage for formalized operating approaches by illustrating how misaligned IT could undermine strategic goals, prompting organizations to integrate technology into broader operational designs. A key milestone in the 1990s was the recognition by consulting firms of operations as central to competitive advantage. These firms popularized BPR implementations, advising clients on redesigning operational systems to align with strategy.

Development of Standardized Frameworks

The formalization of operating models gained momentum in the mid-2000s, building on earlier strategic concepts to emphasize structured approaches for aligning business processes with technology. An early academic instance of the term appeared in 1996, when Reck and Reck defined an operating model as "the business system that effectively and efficiently delivers a company's value proposition to its customers."[14] In 2005, Jeanne Ross from MIT's Center for Information Systems Research (CISR) introduced a pivotal definition, describing an operating model as the necessary level of business process integration and standardization required to deliver value to customers, with a strong focus on how IT enables this consistency across the organization.[3] This framework shifted attention from vague strategic planning to concrete operational choices, highlighting the role of process standardization in achieving efficiency and scalability. A key advancement came in 2006 with the publication of Enterprise Architecture as Strategy: Creating a Foundation for Business Execution by Jeanne W. Ross, Peter Weill, and David C. Robertson. The book established operating models as a core element of enterprise architecture, arguing that they provide a blueprint for linking IT investments directly to business operations and execution.[15] It emphasized how standardized processes and shared data platforms could drive competitive advantage, influencing corporate leaders to view IT not as a cost center but as a strategic enabler of operational agility. The mid-2000s also saw the rise of service-oriented architecture (SOA), which further shaped operating models by promoting modular, service-based designs that enhance flexibility and reusability. SOA, which gained widespread adoption around 2005–2007, allowed organizations to decouple processes into independent services accessible via standardized interfaces, thereby supporting dynamic business environments without overhauling entire systems.[16] This approach complemented operating model frameworks by enabling scalable integration, particularly in industries reliant on legacy IT systems. Post-2010, operating models evolved to incorporate agile methodologies and digital transformation imperatives, adapting to accelerated business cycles and technological disruption. Frameworks began integrating agile principles—such as iterative development and cross-functional teams—with traditional process standardization to foster rapid adaptation, as seen in next-generation models that balance speed and coherence in digital ecosystems. This shift addressed the demands of cloud computing and data-driven operations, allowing firms to reconfigure processes more fluidly while maintaining strategic alignment. In the 2020s, particularly amid the COVID-19 pandemic and AI advancements, operating models have further incorporated AI-driven processes, human-machine collaboration, and resilience strategies for post-globalization environments, enabling greater adaptability as of 2025.[4][10]

Key Components

People and Organization

The organizational structure within an operating model defines the roles, hierarchies, governance mechanisms, and decision rights that enable efficient execution of strategy. Roles are clearly delineated to assign responsibilities aligned with value creation, while hierarchies determine reporting lines that balance control and empowerment. Governance structures establish oversight frameworks, including boards or committees, to ensure compliance and strategic alignment. Decision rights specify who has authority to make choices, often varying between centralized models—where top leadership retains control for consistency and efficiency—and decentralized models, which distribute authority to lower levels for faster responses to local needs.[4][17] People aspects of the operating model encompass the skills required for roles, organizational culture, talent management practices, and incentive systems designed to align individual efforts with operational objectives. Skills development focuses on building competencies through continuous training and reskilling to match evolving business demands. Culture promotes shared values that foster collaboration and innovation, while talent management involves recruitment, retention, and deployment strategies to secure high-potential individuals. In AI-first operating models, the traditional talent pyramid inverts, with AI automation broadening junior roles through augmentation—enabling them to handle more complex contributions via tools like no-code platforms—and narrowing senior roles to focus on coaching, strategic guidance, and complex problem-solving.[18][19] Incentives, such as performance-based compensation, are structured to reward behaviors that advance strategic goals, ensuring motivation across the workforce.[20][21] Workforce organization in an operating model supports scalability by enabling resource allocation that grows with demand and adaptability by allowing quick reconfiguration in response to market changes. Scalable structures leverage shared talent pools and standardized roles to handle expansion without proportional cost increases, while adaptable ones use flexible hierarchies and skill-based assignments to pivot during disruptions. This integration of human elements ensures the operating model, as a framework for aligning resources to strategy, remains resilient.[4][22] A representative example is the contrast between matrix and functional structures in operating models. Functional structures organize by department, such as marketing or finance, promoting deep specialization and clear hierarchies but potentially limiting cross-functional collaboration and adaptability to complex projects. Matrix structures overlay project or product-based teams on functional ones, enabling shared resources and multidisciplinary input for scalability in dynamic environments, though they can introduce decision conflicts due to dual reporting lines.[23][4]

Processes and Technology

In an operating model, processes represent the core business capabilities and workflows that transform inputs into value-adding outputs for customers. These include operational activities such as supply chain management, customer service, and product development, designed to align with strategic objectives. In AI-first operating models, workflows are redesigned from the ground up, with AI handling execution and data-heavy tasks, while humans are positioned above the loop for oversight or in the loop only for aspects requiring empathy, ethics, or nuance.[5][24][15] Processes can be structured at varying levels of standardization, where uniform procedures across units ensure consistency and scalability, or integration, where end-to-end workflows connect disparate functions to eliminate redundancies.[3] Standardization in processes involves defining repeatable steps to reduce variability and errors, often contrasting with siloed approaches that allow localized adaptations for specific contexts. For instance, end-to-end process integration facilitates seamless information flow, as seen in logistics workflows that track orders from procurement to delivery. A key consideration in process design is balancing flexibility, which supports innovation and responsiveness to market changes, with control, which enforces compliance and efficiency through governed protocols. This equilibrium prevents rigidity while mitigating risks like operational fragmentation.[15] Technology serves as the foundational enabler of these processes, encompassing IT systems, data management platforms, and automation tools that digitize and optimize workflows. Enterprise resource planning (ERP) systems, for example, centralize core operations like finance and human resources, providing real-time visibility and reducing manual interventions. Data management involves structured repositories and analytics tools to ensure accurate, accessible information supports decision-making across processes. Automation technologies, such as robotic process automation (RPA) and AI-driven tools, further streamline repetitive tasks, enhancing speed and accuracy in areas like inventory control.[25] The integration of processes and technology amplifies efficiency by creating synergies that align operational execution with business goals. ERP implementations, for instance, enforce process standardization while allowing modular configurations for adaptability, enabling organizations to scale operations without proportional cost increases. This coupled approach fosters agility, as standardized tech platforms support integrated workflows that adapt to disruptions. Organizational personnel utilize these integrated processes and technologies to deliver consistent value.[15][25]

Types and Applications

Classification of Operating Models

Operating models are commonly classified using frameworks that evaluate two key dimensions: the degree of business process standardization (uniformity across the organization) and the degree of business process integration (connectivity and data sharing across units). This approach, developed by the MIT Center for Information Systems Research (CISR), provides a foundational typology for understanding how organizations structure their operations to support strategy execution.[15][3] The MIT CISR framework, introduced in 2006, identifies four primary archetypes based on these dimensions, each representing distinct levels of standardization and integration. These archetypes help organizations align their IT and business processes with strategic goals, as visualized in a 2x2 matrix where high/low standardization forms one axis and high/low integration the other.[15]
ArchetypeStandardizationIntegrationKey Characteristics and Criteria
UnificationHighHighCentralized design with uniform processes and shared data/services for reliability, predictability, and cost efficiency; suitable for organizations requiring tight control and consistency across global operations.[15][3]
DiversificationLowLowDecentralized units operate independently with minimal shared processes or data; emphasizes autonomy and flexibility for diverse business lines.[15][3]
CoordinationLowHighVaried processes across units but high data sharing (e.g., customer information); fosters collaboration without enforcing uniformity.[15][3]
ReplicationHighLowStandardized processes replicated across units with limited integration; balances consistency and local adaptation.[15][3]
Beyond this framework, operating models have evolved to include classifications distinguishing agile models from traditional hierarchical ones, particularly since the early 2010s. Agile operating models prioritize speed, adaptability, and cross-functional teams to respond to dynamic markets, contrasting with traditional hierarchical models that emphasize stability, clear accountability, and top-down decision-making.[4] An emerging classification is the AI-first or agentic operating model, which reimagines workflows from the ground up by having AI agents handle execution and data-heavy tasks, positioning humans above the loop for strategic oversight or selectively in the loop for aspects requiring empathy, ethics, or nuance. This approach inverts the traditional talent pyramid, broadening junior roles through AI augmentation for validation and learning, while narrowing senior roles to coaching, knowledge externalization, and complex problem-solving.[5][26] The selection of an operating model depends on factors such as business complexity, industry dynamics, and overall strategy; for instance, global banks often adopt the unification archetype to manage regulatory compliance and integrated customer services across borders.[15][1][4] Representative examples illustrate these archetypes in practice. Retail chains often employ replication models to standardize processes across locations while allowing some local adaptation for efficiency at scale. In contrast, holding companies typically follow diversification models, where autonomous units operate with minimal shared infrastructure.

Business-IT Integration and Industry Examples

Operating models serve as a vital bridge in business-IT integration by providing a shared framework that aligns strategic objectives with technological capabilities. This common language facilitates dialogue between business leaders and IT professionals, enabling them to discuss process integration and standardization requirements without technical jargon overwhelming the conversation. For instance, workshops centered on operating model archetypes—such as unification or coordination—help identify gaps in current IT infrastructure, reducing misalignment that often leads to duplicated efforts or failed initiatives. In practice, operating models guide IT investments to directly support business priorities, ensuring resources are allocated to enhance agility and efficiency. A coordination operating model, for example, emphasizes shared data platforms across business units, prompting IT to invest in enterprise-wide systems like cloud-based analytics tools that enable real-time decision-making while maintaining localized processes.[27] In the financial services sector, operating models like coordination are commonly adopted to ensure compliance and risk management across global operations. This integration supports standardized IT platforms that facilitate regulatory reporting and fraud detection while allowing variations in service delivery. Manufacturing firms often employ replication operating models to standardize production processes for efficiency and scalability. Companies in this industry use replicated IT systems, such as ERP platforms deployed uniformly across plants, to streamline supply chain operations and reduce variability in output. Deloitte's analysis of smart manufacturing transformations highlights how this model, combined with IoT-enabled automation, optimizes repetitive tasks like inventory management, leading to significant cost savings and improved throughput in sectors like automotive assembly.[28] Technology companies frequently adopt agile operating models to foster innovation and rapid product development. Born-agile firms like Spotify organize around cross-functional squads and tribes, integrating IT with business through continuous delivery pipelines that support iterative releases. This model aligns IT investments with business experimentation, such as A/B testing features, enabling quicker market entry and higher customer satisfaction scores compared to traditional hierarchies. McKinsey research indicates that agile transformations can reduce time to market by up to 75% in specific cases, such as well design in oil and gas.[29] As of 2025, operating models continue to evolve with AI integration, particularly in AI-first or agentic models that redesign workflows end-to-end, with AI agents managing core execution while humans provide oversight and handle nuanced interactions. For example, a global bank employs agent squads for know-your-customer processes, improving quality and consistency under human supervision, while a European automaker uses AI to modernize legacy systems with human validation. This enhances business-IT integration by embedding AI into decision-making and fostering human-AI collaboration for dynamic adaptations and ecosystem collaboration.[30][5] Implementing these integrations often encounters challenges, including employee resistance to process changes and siloed IT-business perspectives. To address this, effective change management strategies—such as leadership-sponsored training programs and phased rollouts—help build buy-in and minimize disruptions. McKinsey's guidelines emphasize involving senior executives early in redesign workshops to align incentives, which has proven to increase adoption rates by fostering a culture of collaboration.[22]

References

  1. Designing an Operating Model for Changing Market Needs - Deloitte
  2. What is an operating model? - Operational Excellence Society
  3. Forget Strategy: Focus IT on Your Operating Model | MIT CISR
  4. A new operating model for a new world - McKinsey
  5. What is an operating model? - Definition from TechTarget
  6. What are Business Operating Models? | Quantive
  7. Business Model vs. Operating Model: Key Differences Explained
  8. How the right operating model can fix a strategy that falls short
  9. The five core IT shifts of scaled agile organizations - McKinsey
  10. Bottom-line benefit of the product operating model | McKinsey
  11. The Value Chain - Institute For Strategy And Competitiveness
  12. Revisiting Reengineering - Strategy+business
  13. Enterprise Architecture as Strategy: Creating a Foundation for ...
  14. [PDF] Microservices vs. Service-Oriented Architecture
  15. Centralized vs. Decentralized Operations: Which Model Drives ...
  16. A new operating model for people management | McKinsey
  17. Skills-based organizations | Deloitte Insights
  18. The new rules for getting your operating model redesign right
  19. The Matrix Organization - PMI
  20. [PDF] The tech-powered operating model - Accenture
  21. Reimagining the technology operating model | Deloitte Insights
  22. Optimize operating models with smart manufacturing - Deloitte
  23. The journey to an agile organization | McKinsey
  24. The agentic organization: A new operating model for AI
  25. Moving from AI-augmented to AI-first operations
  26. Is the AI talent pyramid about to flip?
  27. How Are AI Agents Transforming the Talent Pyramid in Professional Services?
  28. The agentic organization: A new operating model for AI
  29. How to avoid capability collapse with AI: A new framework for firms
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