Rewired, 2nd Edition

CHAPTER 14The blueprint for a faster enterprise

Most attempts to shift to a new operating model fail not because the ambition is wrong, but because the destination is unclear. Leadership teams launch change programs, announce new ways of working, or adopt the language of speed and agility—yet never fully align on what the organization is actually meant to become.

The problem is the absence of a shared blueprint. A faster enterprise is not achieved by a single structural move. It requires coordinated changes to how decisions are made, how work flows across the organization, how teams are staffed and funded, how technology is built and reused, and how leaders create accountability. These choices shape day-to-day behavior—and they require explicit attention. While you do need to address all these elements, they don’t all have to be perfect before you start to see the benefit.

That is why the blueprint matters. Establishing a clear target state for the operating model, and engaging the entire top team in its design, is the critical first step. When leaders co-create the blueprint, they build a common language, surface trade-offs early, and commit to the same end state.

This chapter lays out how to define that blueprint following the framework in Exhibit 14.1.

EXHIBIT 14.1

Start with the “Why”

If the top team has invested time in exploring different models and discussing their ...