Business Model Management

We help clients develop and
deploy innovative business operating models that bring their vision to life

Every business operating model has a finite shelf-life. At some point, the go-to-market model loses its’ effectiveness. How do leaders know when that time is approaching? Our Operating Model Refresh Urgency Indicators assessment is a tool to help leaders know when it’s time to act.

Business Services

Areas of Expertise

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Business model management

We help clients develop and deploy innovative business operating models that bring their vision to life

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Organizational effectiveness and development

We guide clients in aligning their organizational structure and talent management approach with go-to-market business model strategy

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Change leadership

We work with organizations that need to adjust to a rapidly changing environment

SACG guides clients in clarifying
future state success (vision), strategy refinement, and new operating model development and deployment.

Organizational effectiveness and development:

We guide clients in aligning their organizational structure and talent management approach with go-to-market business model strategy .

Effective organizations develop clarity around
two fundamental questions:

What does success look like for our business (the vision), and how do we get there (business operating model)?

SACG works with leaders to:

Unlock Your Business's Full Potential

Affirm the organization’s definition of success (future state vision)
Review, refine or develop priorities to assure alignment with the future state vision
Affirm cultural pillars
Distill vision-aligned priorities into specific strategies and supporting structural changes
Facilitate change leadership
Develop and deploy the next generation go-to-market operating model
Change leadership

We work with organizations that
need to adjust to a rapidly changing environment

Change management is reactive; change leadership proactive. Every organization has a choice: self-initiate pre-emptive disruption of their offering or react to disruptors. In a dynamic, competitive environment, strategic leaders look for adaptive refinement opportunities to initiate change that will better position their firms. Our Change Leadership Opportunity Assessment provides a starting point for development of an ongoing heatmap for identification of preemptive change cues.

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Frequently Asked Questions

WHAT IS A BUSINESS OPERATING MODEL?

A business model is the way a company goes to market. Business model and strategy are not synonymous. The business model is how strategy is operationalized to deliver a service or product to a customer.

HOW DOES AN ORGANIZATION KNOW IT’S TIME TO REFRESH OR REVISE THEIR BUSINESS OPERATING MODEL?

In the business world, leaders are called upon to anticipate and address the continually changing environment for the benefit of their stakeholders. Those who do not heed the call to lead change as an ongoing process may jeopardize their business’s future. Every business operating model has a finite shelf-life. Over time, as the operating environment changes, the business model loses effectiveness. There are three categories of change that indicate this is the time to assess an operating model refresh: Changing Demand, Changing Supply, and Changing Customer Engagement Approaches.

WHAT CIRCUMSTANCES BEST DESCRIBE THE BUSINESSES SACG SERVES

We work with financial services organizations that need to adjust to a rapidly changing environment - organizations in transition, companies revisiting their future state definition, groups underperforming expectations, and firms working through integration (merger, acquisition).

WHAT IS THE DIFFERENCE BETWEEN CHANGE LEADERSHIP AND CHANGE MANAGEMENT?

Every leader has a choice: proactively initiate pre-emptive change or react to change-inducing events. Change management is reactive, cued by movement in a business’s operating environment. Movement can be external (customer expectations, alternative offerings, new competitors, economic factors) or internal to the company (employee expectations, owners/shareholders expectations, changing operational efficiency or effectiveness). Change leadership is proactive. Leaders and their teams continually monitor motion in the operating environment within and outside the organization, observing cues and clues that help anticipate their need to evolve. We guide leaders in intentionally practicing change leadership.

IT SEEMS LIKE OFTEN, MAJOR CHANGE INITIATIVES STALL OUT OR ARE UNSUCCESSFUL. WHAT CAUSES A CHANGE EFFORT TO BE SUCCESSFUL?

There are five fundamental factors needed to overcome inertia that stifles change programs – a clear future state vision, engagement, communication, actualization, and reinforcement. Our view is that every venture begins with a vision of what success looks like – what an organization wants to demonstrate. From there, engagement with key stakeholders – employees, partners, owners – gives the change endeavor traction and sustainability. Frequent, regular communication with stakeholders about where the organization is going, progress and accomplishments toward the vision creates transparency. Actualization is bringing specific results to life and highlighting progress to the organization. Reinforcement means frequent re-articulation of the vision, the roadmap to fulfil it and progress. We help develop a clear change management plan, co-owned by leaders and their teams, to bring the future state vision to life.

THE PROCESS OF DEVELOPING STRATEGY CAN FEEL OVERWHELMING; HOW DO YOU MAKE IT MANAGEABLE?

Effective strategic management begins with answering the question: What does success look like for our business? The answer to this question defines the company’s future state vision. Vision informs priorities. Priorities distill into activities. We work side-by-side with clients to define their future state, design an actionable roadmap and help you deliver on the roadmap, and guide leaders in navigating effective change.

HOW DOES AN ORGANIZATION FIND STABILITY WHEN THERE IS SO MUCH CHANGE TAKING PLACE IN BUSINESS?

Stability in a fast-moving environment is achieved through anchoring to the guiding future state vision. As the operating environment changes, sustaining a focus on what the company does (mission), why they do it (purpose), and how they fulfill their mission (strategy) leads to greater organizational stability. With a clear future state vision, organizations can find comfort in uncertainty and stability in progress.

THE IDEA OF “VISION” SEEMS ETHEREAL OR TOUCHY-FEELY; IS IT PRACTICAL?

Vision is a state of being that an organization expects to create. As your partner, we will help you identify your organization’s core competencies through the pragmatic process of defining and designing your vision. Core competencies put a fine point on the organization’s vision and provide clarity about day-to-day activities. 

WHAT IS THE CONNECTION BETWEEN STRATEGY AND PROCESS DESIGN?

Strategy is a framework for decision making and performing activities toward a specific state of being. Process design comes from a granular deconstruction of activities into manageable, repeatable steps. SACG helps assure that processes align with strategy and vision to elevate organizational effectiveness and enhance results.

Leading From Zero by David Coffaro is a must read for those in business or non-profit leadership positions. It is also a timely roadmap that will be helpful to anyone seeking to move their vision closer to reality. Dave speaks to vision as a “future state” that organizations are driving toward. He identifies, describes and provides insightful guidance in outlining “7 Essential Elements of Relevance” that comprise the rocket fuel for this journey. Dave’s writing is clear, concise, and loaded with concrete examples, making his insights extremely understandable and more importantly, actionable for the reader. Two of the “Essential Elements” that Dave lays out, “Unceasing Redefinition of Normal” and “Adaptive Disruption”, could not be more relevant to the world that we are living in and experiencing today. The insight, wisdom and guidance provided in this book will help leaders navigate their (and the organizations that they lead) way through these turbulent times and keep them moving forward toward the fulfillment of their visions. I strongly recommend purchasing and reading this book, at least twice! And I have no doubt that you will want to quickly purchase additional copies to share with other leaders, colleagues and friends that will benefit from Dave’s wisdom.

John W.

Leading From Zero provides great insights about how to have a mindset that sets you up for sustainable success: growing your business and building trust with your employees and customers at the same time. This book is digestible and makes the concepts welcoming and valuable, embracing a growth mindset that makes these lessons easy to learn. As a former people manager looking to orient myself after a career change, this was such a helpful read!

Lauren Gardner

In Leading From Zero, Dave Coffaro illustrates how today’s companies and leaders are challenged to stay relevant if they are to survive in an extremely competitive, ever-changing environment. Dave postulates that without a clearly defined corporate strategy, managers and employees will embark on a destination which may not always align with the company’s stakeholders. Leading From Zero’s “strategic paradigm” provides managers with a working framework to ensure they remain as relevant today as they need to be well into future decades! This is a must read for any leader who values stewardship and empowerment as key leadership principles.

John S. Duchala, Executive Vice President (retired), Wells Fargo

“Leading from Where You Are provides 7 sets of behaviors that will improve your leadership regardless of your role or the organization that you are in. Dave thoroughly grounds these principles in the research literature, and in his extensive experience in a variety of leadership roles.”

Ronald E. Riggio, Ph.D. Henry R. Kravis Professor of Leadership and Organizational Psychology Kravis Leadership Institute, Claremont McKenna College

“As a woman in manufacturing, it took a decade of my career to understand how to bring my authentic self to leadership in a traditionally male-dominated field. I recommend Leading from Where You Are to every professional; this book will guide you to bringing your best, most authentic self, your highest skills, talents, creativity, empathy and enthusiasm to your professional life, and help you to lead from where you are today”.

Alex Parker CME, Executive VP Redline Detection, LLC

“Leading from Where you Are delivers engaging and quick-flowing narrative that really explains how to be a better leader in very practical ways.”

Kate Klimow, Chief Administrative Officer and Director of External Relations University of California, Irvine Beall Applied Innovation

David Coffaro has written a brilliant book, Leading from Zero, which lays out a compelling argument for starting every day with a mindset of zero—which means that to be a great leader at home, work and life requires one to “earn their stripes” every day. The reader will see very quickly why David is one of the most sought-after consultants and coaches in the U.S., as he clearly distills for the reader—as he does in his practice, the seven foundational pillars for earning relevance as a leader.

John Mattone, Founder & Co-Chairman John Mattone Global, Inc

Unlock Your Business Potential: Unleash Success Together.