Step 03 / Align the business

Connect the changes across the business.

Use the evidence from real work to rethink roles, decision rights and the way functions work together.

The question to answer

What needs to change in the operating model for progress to last?

A better workflow can expose a wider constraint. FUNCTION, RISK, STRATEGIC and ENTERPRISE help leaders connect the evidence to their operating model and decide what to change together.

What you are working towards

An agreed direction, named owners and a practical roadmap across functions.

The next decision
Make dependencies, decision rights and risk ownership explicit.

Sessions / Step 03

The work that supports this step.

Choose the relevant session around your priority and what you already know.

FUNCTION

Reimagine the future of your function.

Step outside today’s demands and imagine the function your future customers will need. Use outside-in stimulus, personas and a future article to set the direction, then test the assumptions and build a roadmap you can act on and adapt.

RISK

In development

Make risk ownership visible.

See where changing workflows create new exposure across the business. Connect the risks, agree proportionate responses and put a named owner behind each decision.

STRATEGIC

Give the leadership team a shared direction.

Challenge what AI means for your customers, value proposition and operating model. Use evidence from your organisation to agree which strategic choices to make and which assumptions to test.

ENTERPRISE

Turn functional progress into enterprise change.

Resolve the priorities, incentives and decisions that no function can settle alone. Bring the executive team together around one direction for the business and an accountable plan to act on it.

Reallocate capacity / 10·10·10·10

What would you do
with 40% of your capacity
to change the business?

First, aim to do five days’ work in four. Then redesign the work towards five days in three. If you release 40% of the original working capacity, give every part of it a purpose.

The 10/10/10/10 model makes that leadership choice explicit. Each allocation is 10 percentage points of the original capacity: together, the full 40% released.

60%Deliver the existing work10%10%10%10%

10%

Retention

Keep capability in the business. Reconsider automatic backfilling as roles and workloads change.

10%

Insourcing

Use your own people and their knowledge to take on valuable work previously bought from outside.

10%

Emerging risks

Give leaders capacity to understand and address the new risks AI creates across the business.

10%

Cross-functional growth

Bring people together around customer needs. Test new propositions, routes to market and ways to create value.

Make each allocation accountable. Agree a baseline, an owner, an outcome measure and a £ hypothesis. Use the FUNCTION roadmap to review what changed and decide what to continue, adapt or stop.

Put the capacity to work with FUNCTION

A planning model, not a guaranteed saving. Measure the capacity actually released, including review and rework, and adapt the allocation to your business.

Your next step

Book a call with Adam or Greg.

Bring one business priority. In 30 minutes, explore the starting point, the people needed and the time and investment involved.

Book a call