❗ The Problem with *Mono-Mode* Operating Model Strategies

❗ The Problem with Mono-Mode Operating Model Strategies

There’s a lot of hype around building autonomous cross-functional teams, and while the idea is great, it doesn’t fully fit within the complexity and depth of enterprise organisations. 👇

A mono-mode operating model that focuses solely on autonomy isn’t enough.

❗The answer? Multi-modal operating models that are fit for project execution, product development, and service delivery.

This extreme push we’re seen for autonomous teams is often a reaction to poor, unpredictable, and untrustworthy internal services. If internal core teams had trustworthy service delivery, I’m confident things would be different because, let’s be real—blindly pursuing autonomy can have a disastrous economic impact.

I believe the answer to poor service delivery isn’t aiming for autonomy at any cost. Instead, it’s developing best-in-class service delivery capabilities with a superior understanding of how to manage #flow at scale.

Mature service delivery teams pretty much:

• Know who their customers are.
• Understand the services they provide.
• Know their customers’ service level expectations.
• Deliver on those expectations consistently.

Successful transformations don’t happen by making every team autonomous. They happen by building a network of interconnected services that can work together smoothly.

There’s no one-size-fits-all approach when it comes to operating model design. Organisations need to explore multiple designs/topologies and find the ones that best fit the different contextual needs of different business and technology areas.

For me, the key to success is designing a fit-for-purpose, multi-modal operating model and working on the interfaces between the different topologies.

💬 What do you think? Is autonomy overrated in large enterprises, or is there a better way to structure operating models for success? 👇