Strategy is moving faster than organizations can adapt.
This book explains why and what to do about it.

Most enterprises don’t fail because they lack vision, ambition, or intelligence. They fail because their operating models were designed for a slower, more predictable world. As the pace of change accelerates, the gap between strategy and execution widens, until performance stalls, transformation efforts fragment, and complexity overwhelms progress.

In The Operating Model Imperative, we argue that strategy alone is no longer enough. The defining capability of future-ready enterprises is their operating model: the integrated system of structure, processes, decision rights, technology, governance, and culture that determines how work actually gets done.

Drawing on decades of experience leading and advising complex, multi-billion-dollar organizations, we reveal why traditional approaches to transformation fall short and why most organizations struggle to keep up even when they know change is required. We introduce a practical, systems-based way of designing operating models that can deliver both stability and speed.

This book is not about reorganization charts, frameworks for their own sake, or one-off transformation programs. It is about building enterprises that can adapt continuously.