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.
Areas of Expertise
Business model management
We help clients develop and deploy innovative business operating models that bring their vision to life
Organizational effectiveness and development
We guide clients in aligning their organizational structure and talent management approach with go-to-market business model strategy
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
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.
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.