A new operating model for a new world
McKinsey's research argues that strategy only creates value when the organisation is deliberately designed for clarity, speed, skills and commitment in volatile conditions.
Source
A new operating model for a new world
Published by McKinsey & Company · Alexis Krivkovich, Amadeo Di Lodovico, Brooke Weddle, Dana Maor, Deepak Mahadevan and Richard Steele · 18 June 2025
View original source →Why this matters
A good strategy is not enough if decisions, ownership and resource allocation are too slow or fragmented. McKinsey frames the operating model as the mechanism that turns strategic intent into speed, capability and commitment.
Triggerfish perspective
Continuous Growth makes the same connection in a more specific growth context. The aim is not to redesign an organisation for its own sake, but to create the roles, forums, decision rights and working rhythm that repeatedly move evidence-backed growth opportunities into market.
Key takeaways
- Operating model design is a strategic issue, not an implementation afterthought.
- Clarity and speed depend on explicit roles and decision rights.
- Organisational capability is part of the growth system itself.
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