Fit for Growth

Index

A

• Active Management (operating model 3)
• alignment, of operating model. See operating model
• Align the Cost Structure (pillar 2)
  • overview
  • for restructuring and renewal journey
• Amazon
• analysis
  • analytical tools for process excellence
  • business analytics and digitization
  • Challenge the What, How, and How Well (leadership principle 6)
• Apple
• archetypes of operating model
  • Active Management (model 3)
  • business units
  • corporate core
  • Holding Company (model 1)
  • linkages for operating model structure
  • operating model framework
  • Operationally Involved (model 4)
  • shared services organization
  • Strategy and Oversight (model 2)
• associated costs, portfolio rationalization and
• authentic informal leaders (AILs)

B

• Balance Cost Cuts with Capabilities Investments (leadership principle 7)
• behavior
  • critical few behaviors for change management
  • culture impacts and
  • driving new behaviors for change management
  • unleashing the individual
• benchmarking
• Best Buy
• budget process. See zero-basing
• business units, of operating model

C

• capabilities
  • Balance Cost Cuts with Capabilities Investments (leadership principle 7)
  • capabilities system, defined
  • categories of (See “lights-on” costs; “table-stakes” costs)
  • defined
  • differentiating
  • focusing on (See Focus on Differentiating Capabilities (pillar 1))
  • identifying differentiating capabilities
• case for change
  • developing
  • reinforcing
  • See also Diagnostic and Case for Change (cost transformation phase 1)
• category complexity
• center of excellence (CoE)