George, head of the Asia Pacific region for a global industry leader, was running the annual meeting of his group’s 300 executives and managers. After reviewing the year to date and addressing the changing context for the coming year, he was heading for the usual wrap up. This time, however, he had a key decision to share with his people, a decision he told us he felt both resolute in and nervous to share. Their operating model — the model that everybody knew and understood and that guided every interaction — needed to change.
George backed up his decision by explaining that the model wasn’t working well in supporting increased customer centricity: “The model that has served us well will not serve us well moving forward, and it’s dead,” he told his team. He could immediately see the reactions, ranging from curious interest to mild and more severe shock. “What do you mean it’s dead? Who do we interface with now? You’re disconnecting us from each other! What will that mean for our roles?” Read this great HBR article to find our more.