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After 25+ years helping companies navigate HR, finance, IT, and shared services transformations, I’ve witnessed firsthand how rapidly the business landscape is evolving. The rise of AI is reshaping job roles and creating new possibilities for people-technology collaboration, while economic pressures demand organizations do more with less, which is not a new request. Companies need operating models that are adaptive and able to flex with changing market conditions, emerging technologies, and evolving internal and external customer expectations.
Most organizations I work with have inherited their operating models rather than designing them. I’ve seen this pattern repeat itself countless times. Companies evolve organically over time, adding processes and structures as needed, until one day they wake up and realize their operating model can’t handle the pace of change.
When most organizations attempt to redesign how they operate, they jump straight into technology solutions (worst case) or process redesign (better, but incomplete). This is totally understandable. They are tangible, visible changes that feel like progress. But without a clear foundation, you end up with fragmented initiatives that don’t stick. The most successful operating model redesigns I’ve helped with start differently by mapping organizational capabilities first.
What Are Business Capabilities?
Think of capabilities
