Full transformation

The multi-quarter engagement: the diagnostic, a proof in one domain the rest of the company can see, and then the operating model across the company. I have run this five times. The Accelerated Organization is what it looks like now that the capacity to build is no longer the constraint.

Who it is for

1. The diagnostic (Two to four weeks)

Your own number, the first domain, the first piece of work.

Deliverable: The number and the decision.

2. The proof (One to two quarters, longer by size)

One domain, one or two durable teams owning the first shared piece of the company, controllable metrics, short cycles, results the rest of the company can see.

Deliverable: A working example live and in use, and the governance for what comes next.

3. The operating model (Through the change)

Domain by domain, with the executive team governing as a body, the portfolio shrinking as the model absorbs it, and the permanent owners trained.

Deliverable: A company that builds and decides differently, measured in the P&L.

The shape it always takes

There is an upfront cost to build the first teams, and it is offset faster than anyone expects, because the first thing a transformation does is stop projects. Some are consumed by it, since what they were trying to build is what the new model produces as a matter of course, and others were never projects at all, they were products with an end date, and they are either owned properly or ended.

What is different now

Every transformation I ran before was designed to ration a scarce thing, the capacity to build, and that constraint is gone. The Accelerated Organization is the operating model for a company where anyone who can describe the work clearly can have it built in days, and where the governance has to keep up with that speed rather than slow it back down. It is the direction every engagement I take is pointed, and it is still being proven at full scale, which is the honest line and it stays on the page.

Proof