The operating model is the bridge between strategy and operations. It is that configuration of processes, organisation and technology that allows a company or other institution to translate business strategy into action. As Alfred Chandler observed in 1962 “structure follows strategy”, yet operating model improvements, such as just-in-time production, can lead to changes in business strategy.
While strategy drives our approach to operational design, it is therefore important to also capture lessons and ideas from the operational side in refining or adapting strategy over time through a feedback loop. Holistic thinking across our different practices is therefore a key element of the way we design operations.
Operations design is the art of working smart. Operational design matters as much as strategy, people or the technology you are using.
We are guided by four key principles:
- Operations design is driven by business strategy and the operating context
- Operations design means holistic thinking about your organisation
- Operations design is not only for the now but also for the future
- Operations design takes time and is essential to the successful implementation of your business model
We work with organisations to help them build the operational infrastructure required for profitable, risk-appropriate growth in rapidly evolving markets. We design processes and systems to address your organisation’s specific needs without compromising operational controls.
Tools include root-cause analysis, time and motion studies, volume trending and pattern analysis.
We can help you to design, analyse and implement your operations in various contexts, such as:
- Design paper-free, branch-free and cash-free operations
- Design effective processes
- Improve back office functions and internal controls
- Integrate, automate and digitalise operations (e.g. workflow management)
- Develop effective risk management and compliance
- Design smart reporting
Focus areas within our operations practice include:
Design, implementation and execution of business processes is a core of business operations. Laying out processes logically, connecting all related business functions, and defining agent roles are minimum requirements to establish operations. Additionally, management and automation factors complete the work management paradigm that we use in designing and implementing operational parts of the business strategy.
The orderly workings of procedures and processes, established force fields based on position or seniority, are challenged or threatened by change. To maintain stability and focus, you must organise your operations to be agile and responsive, moving from aset of procedures to a new operations environment. Our experts apply international best practices combined with experience to help you design the new procedures and the transition period to close the gap.
With recent development of information technology solutions, such as management information and workflow automation systems, the majority of businesses accumulate client, transactional and other operational data constantly, yet only a small fraction explores its value. We often help our clients to filter and structure data available from internal sources in order to help draw conclusions and solve problems that will allow them to better serve clients and address many operational issues. In designing and implementing tailored tools and mechanisms – Smart Analytics – for our clients, we can support their different business functions and processes, contribute to various internal improvements, and formulate broader business insights that can then be used on different levels of business (including strategy).