Every organization has its own unique operating model, which defines how it does business.
Brooks believes that every operating model is defined in terms of three critical elements;
Expectations, Capabilities and Motivators: E-C-M.
Well-run organizations align and optimize all three of these elements. However, when these are not aligned and optimized, significant opportunities are lost in performance and profitability.
Since our founding in 1960, design and implementation of new operating models has been the cornerstone of Brooks’ core competencies and client benefit delivery.
Initially, Brooks assesses an organization’s current-state operating model within the framework of Expectations – Capabilities – Motivators. As operating models evolve over time in response to changes in customer requirements, market conditions, technology, workforce needs, and the competitive landscape, performance optimization degrades and limits profitability. Based on the strategic imperatives, the current operating model is evaluated against the operating model required to deliver the strategic intent. Identifying, defining, and measuring the gaps and opportunities for change and improvement within each of the three critical elements between the current and desired future models enable the development of a prioritized and structured BluePrint or road map for change. This BluePrint is the tactical plan for execution that Brooks partners with our clients to implement and produce measurable, tangible value in performance and profitability. Through its implementation, expectations are aligned, capabilities are optimized, and motivators are linked to required performance outcomes with a new culture of continuous improvement.
The integrated change of new operating models delivers step change improvements in performance and profitability.