Elevarse Performance Consulting

Is your organization built to achieve your strategy, or is it fighting against it?

For decades, the 7-S framework guided organizational design. But as global trends accelerate—from generative AI to shifting workforce demographics—the rules have changed. The static models of the past cannot handle the speed and volatility of the modern market.

To navigate this “new world,” leaders need a new approach. Recent research introduces the “Organize to Value” system, a holistic update comprising 12 elements that allow for dynamic adaptation rather than rigid adherence to protocol.

The Four Pillars of High Performance

When an operating model is intentionally designed, it delivers four coveted outcomes that directly impact the bottom line:

1. Clarity: In volatile times, resources must align strictly with the value agenda. This empowers teams to navigate change without bureaucratic paralysis.
2. Speed: It is no longer enough to just automate. Workflows must be frictionless and tech-enabled, allowing for rapid decision-making and the integration of human creativity with AI.
3. Skills: A static workforce plan is obsolete. High-performers continually upgrade talent and re-evaluate their global footprint to ensure the right capabilities are available before the market shifts.
4. Commitment: Strategy requires a “secret sauce”—a culture of shared behaviors and rewards that acts as a multiplier on performance.

Refine or Redesign?

The data is compelling: shifting from a traditional to an emerging operating model can increase operational performance by 30% and speed up decision-making fivefold.

However, not every organization needs a radical overhaul. Leaders can choose to refine select elements (moving to an “adjacent fingerprint”) or shift entirely to a new model.

What You Should Do Next

Before you commission another task force, start by diagnosing your current state. Ask your leadership team these critical questions:

• What is the specific gap between our value agenda and our delivered performance?
• Are our 12 operating elements reinforcing each other, or are there inconsistencies (e.g., agile goals stuck in a hierarchical governance structure)?
• What are the trade-offs between a minor refinement and a full redesign?

https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/a-new-operating-model-for-a-new-world

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