When organisations design a new target operating model, attention often rushes to structure, technology and process. These elements feel concrete and therefore safe. Yet an operating model only works when the people and culture underpinning it are clear, consistent and aligned. That is why understanding the difference between values, behaviours, capabilities and core functions is not basic groundwork. It is the foundation that determines whether the operating model becomes a

In every organisation, people respond to change in ways that reflect how they think, communicate and make decisions. Yet too often, transformation programmes treat staff as a single audience, assuming everyone will adapt at the same pace and with the same motivations. Understanding personality types is not about putting people in boxes. It is about recognising behavioural patterns that influence how individuals absorb information, collaborate with colleagues and move through

Growth is a sign of success. It signals that your business is thriving, attracting customers, and delivering value. But with growth comes...

Business re-engineering is a powerful approach to transforming operations, improving efficiency, and driving innovation. However, it is...