Leith Sharp, (Harvard Extension School) is also blunt on the need for a dual operating model. It’s “both and.” I’m proposing two systems that operate in concert.’
It actually makes enterprises easier to run and accelerates strategic change. It complements rather than overburdens the traditional hierarchy, thus freeing the latter to do what it’s optimized to do. … The new operating system continually assesses the business, the industry, and the organization, and reacts with greater agility, speed, and creativity than the existing one. The solution is a second operating system, devoted to the design and implementation of strategy, that uses an agile, network like structure and a very different set of processes. … The existing structures and processes that together form an organization’s operating system need an additional element to address the challenges produced by mounting complexity and rapid change.
He’s quite clear, ‘The hierarchical structures and organizational processes we have used for decades to run and improve our enterprises are no longer up to the task of winning in this faster-moving world. The ILX Change Management e-learning course I’m doing talks about dual operating models in relation to Kotter’s (2007) 8-step change process.Īs I’m establishing a network of change managers in an organisation this idea of a dual operating model reminded me of a possible way of making the network have impact and influence.Ĭurious, off I went to find out what Kotter himself said on this in 2012.
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