Operating model design
We design your business operations to execute your strategy and successfully deliver the service proposition
Global themes are shaping our business strategies
Changing customer expectations
71% of managers say they are concerned about the impact changing customer expectations will have on their company’s growth
Rapid acceleration of technology
62% say they are concerned about the impact that the current speed of technological change will have on their company’s growth
COVID-19
59% of employees have indicated they would like to continue to work remotely as much as possible after Covid-19 related restrictions are lifted.
Climate change
The world must cut carbon emissions by 45% by 2030 and eliminate them entirely by 2050. While 59% of businesses say they’re reducing emissions, only 44% see a net-zero future in their medium term
The key to competitive advantage is an operating model that turns your strategy into reality
Your operating model provides your business operations with an architecture aligned to your business strategy:
Laying the foundations for successful delivery
Increasing competitive advantage
Creating business agility
The right operating model ensures that key elements of a business operation are aligned, making it possible to deliver both the business strategy and service proposition.
Symptoms of outdated design include:
Our proprietary approach solves these challenges
A holistic approach to operations, ensuring that your entire operation supports your strategy, underpinned with an accredited model developed in partnership with one of the UK’s leading business schools
Delivered successfully in over 50 organisations, we deliver operating models made to measure, tailored to your unique strategy and business model
Building a path to growth
A leading property development business has embedded a significant shift in their business strategy, after working with Gobeyond Partners to provide better value to customers and shareholders.
With a goal of creating an additional £20m income, the end-to-end value chain was explored – creating firm foundations to execute the new strategy and provide focus on clear goals.
It has resulted in a completely new way of doing business, centred on the customer.
“I’ve been involved in many of these projects in the past and I thought there was a lot to go at here, but this has surpassed even my expectations”
Chief Executive Officer
£2.3m cash benefit released in one year, with a plan to quickly scale to £22m
Test and learn culture with new tools and processes established to model ideas
Planning cycle reduced by up to 24 months