SECTION THREEAn Operating Model That Outruns the Competition
Rearchitecting your organization to be fast and flexible
In collaboration with Julie Goran, Stacey Haas, Deepak Mahadevan, and Lama Sabbagh1
Many CEOs of large companies face the same, nagging reality. Their organization feels slow and siloed. Decisions take too long, innovation struggles to scale, and accountability is diffuse. They have tried reorganizations. They have replaced key leaders. And yet, despite real effort, the company still moves at a frustrating pace.
Inevitably, they look outward for answers. How do technology-driven companies—especially those disrupting traditional industries at scale, like Tesla, Netflix, SpaceX, or Amazon—innovate 10 times faster than their own organizations can on a good day? What is fundamentally different about how those companies are built and run?
Those questions get at the fundamental reality shaping how businesses compete today.
In a world where technologies are broadly available, competitive advantage no longer comes from having the technology but from how effectively and quickly you apply it to solve business problems and innovate. AI has just made this reality more acute.
You win the innovation race when your operating model allows resources to flow to the most important opportunities at scale, when teams are empowered to act without the drag of excessive dependencies, ...
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