Creating coherence between strategy and daily operations to drive change successfully

Successful organisations can be found in many different markets, with different go-to-market strategies, different operating models and different commercial objectives (profit/non-profit). But they all have one thing in common: they are capable of adapting their strategy to the changing business environment. The key to this lies in having control over the operating model.

Successful execution requires coherence between strategy and daily operations

In effect, an operating model is the representation of all relevant elements that constitute an organisation. It details how the organisation is internally structured to deliver the agreed strategy and envisioned value. To ensure successful implementation and execution, any adjustment to the strategy needs to be accompanied by corresponding changes in the operating model (i.e. the operating model must mirror the business model). In this sense, the operating model bridges the gap by creating coherence between the strategy and what the organisation actually does on a day-to-day basis.

Our approach: Crosslinx

To build a sustainable bridge between the strategy and the day-to-day operations, INNOPAY makes use of the Crosslinx® methodology. This framework provides a holistic view of an organisation’s operating model and helps to determine the impact of the proposed strategy as well as creating the necessary internal coherence for success.   

Linking pin

By establishing an activity-based view, Crosslinx reduces the complexity related to operating model design. A true understanding of what your organisation does to create value and how those activities are ‘operated’ enables you to take control of your strategic execution. The activity-based framework forms the linking pin between the various elements of the operating model and visualises the interrelationships between the elements for all stakeholders.

Holistic view

The activity-based framework provides a holistic overview of an organisation by revealing dependencies between the value-adding activities via four cycles. For instance, the product cycle shows all activities related to product development, from scoping to developing and managing products. The enablers are the fundamental functions and activities that have an impact on multiple cycles (e.g. HR, MarCom).

Designed for action

The Crosslinx framework is designed with a focus on action at various levels that guide pragmatic change in the organisation:

  1. Strategic level, to guide strategic discussion and alignment
  2. Activity level, describing value-add activities in more detail
  3. Operating model level, describing the 8 interrelated operating model elements underlying the key activities

If you would like to hear more about the Crosslinx method and how we can help you to execute your strategy, please reach out to Josje.

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