OPERATE / Operations & Performance
Turn Strategy Into an Operating Business
A product is not manageable unless the operations, client delivery, analytics and ownership structure behind it are designed correctly.
Services
- 01Operating-model design
- 02Organizational design
- 03Workflow redesign
- 04KPI development
- 05Performance measurement
- 06P&L improvement
- 07Cost reduction
- 08Clinical operations
- 09Client-service optimization
- 10Implementation strategy
- 11Vendor management
- 12Technology-enabled workflow redesign
- 13Turnaround management
- 14Scaling
- 15Interim executive leadership
Lean Teams. Clear Accountability. Measurable Outcomes.
Lean Teams
Small, senior, cross-functional groups that own a product end to end.
Clear Accountability
One owner per outcome, with the authority to change the workflow.
Measurable Outcomes
Metrics designed with the product, not bolted on after launch.
What stands behind a product
Four layers make a product manageable
Remove any one and the product can still demo well, but it cannot be run, measured or improved.
PRODUCT
OperationsThe workflows and teams that do the work
Client deliveryHow the product reaches and serves the client
AnalyticsThe measures that show whether it is working
Ownership structureWho is accountable for each outcome
Next step
If the operating model is the constraint, start there.
Describe the business, the numbers that worry you, and what has already been tried.