1、People&Organizational Performance PracticeThe new rules for getting your operating model redesign rightThe goal of a redesign is to increase value,but failure rates are high.New research updates classic rules of redesign to help leaders flip the odds of success.This article is a collaborative effort
2、 by Brooke Weddle,Deepak Mahadevan,Elizabeth Mygatt,J.R.Maxwell,and Olli Salo,with Tristan Allen,representing views from McKinseys People&Organizational Performance Practice.June 2025The time has come to reconsider the principles that guide operating model redesign.In some ways,these principles have
3、 seemed timeless.For decades,leaders have aimed to integrate people,structures,and processes as seamlessly as possible to deliver value and improve organizational health.But now these rules must evolve to address the current pace of change and disruption.These days,how to organize for value is an ev
4、en trickier undertaking.A decade ago,McKinsey examined organizational redesigns across industries and company sizes,focusing on the core rules that helped increase the odds of success.These rules applied to everything from identifying the right redesign blueprint and metrics to how to deploy talent
5、and change mindsets.Because of the seismic shifts in the business landscape over the past ten yearseconomic upheaval,a global pandemic that disrupted workplace norms,and the transformative advances of automation and AI,to name a fewwe decided to take a fresh look at that research.We wanted to see wh
6、ich core redesign principles,dubbed the“nine golden rules,”still hold true,which have evolved,and which are no longer as relevant.To understand whether the golden rules stand the test of time,we conducted a global survey of 2,000 executives across industries and tested more than 20 operating model r
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