Change isn't slowing down, and traditional periodic transformations can't keep pace. Organizations that treat operating model design as a one-time project find themselves constantly reacting to market shifts instead of staying ahead of them. Leaders need the capability to make ongoing trade-off decisions rather than waiting for the next big transformation initiative.
Change is constant, and its pace is pressuring leaders to make bigger decisions faster with less confidence. Organizations face mounting pressure to balance urgent operational needs with important long-range disruptions that could reshape their entire industry — or risk becoming irrelevant while competitors seize emerging opportunities.
Most organizations approach operating model changes reactively — restructuring when problems become critical, implementing new processes when current ones break down, or redesigning governance when bottlenecks become unbearable. This reactive approach creates constant organizational disruption and prevents teams from building momentum toward strategic goals.
Acquis helps you build the organizational capability to manage operating model evolution proactively. We create decision-making frameworks, scenario planning processes, and mechanisms that let you adjust your operating model as conditions change — without requiring major transformation initiatives every few years.
We help organizations develop both their current operating model and the capability to evolve it over time.
We help you build the capability to manage operating model evolution over time. This includes scenario planning, trigger point identification, and decision frameworks that let you adapt proactively rather than reactively to changing business conditions.
We establish decision-making frameworks that clarify who makes what decisions when, eliminating bottlenecks while ensuring appropriate oversight remains intact.
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We assess how well your current operating model supports strategic execution and identify the gaps that create execution challenges. Our diagnostic examines current effectiveness and your organization's capability to adapt the operating model as conditions change.
We design operating models that align structure, processes, and capabilities to execute your strategy while building in the flexibility needed for future adaptation. Our approach creates integrated systems rather than isolated components.
We structure teams, roles, and reporting relationships to accelerate decision-making and establish clear accountability for results. Our designs balance current needs with future flexibility requirements.
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We help you develop internal capability to manage operating model decisions rather than creating dependency on external consultants for every adjustment.
Instead of prescriptive recommendations, we help you understand trade-offs and build decision-making frameworks that work for your specific context and constraints.
We design operating models that can adapt over time rather than requiring complete redesign when conditions change.
Our Think+Do approach translates operating model designs into actual organizational change through manageable steps that build momentum.
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In recent years, the Life Sciences industry has witnessed a significant transformation due to the convergence of digital innovation and artificial intelligence (AI). The Life Science companies that are best at deploying AI and machine learning to expedite drug discovery, personalize medicine, and make patient-centric decisions will come out significantly ahead over those that do not.
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Established companies must learn to innovate in order to survive in today’s world. Leaders need to create a culture of innovation by encouraging new ideas and creating a framework to ensure they align with the organization’s goals.
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In recent years, the Life Sciences industry has witnessed a significant transformation due to the convergence of digital innovation and artificial intelligence (AI). The Life Science companies that are best at deploying AI and machine learning to expedite drug discovery, personalize medicine, and make patient-centric decisions will come out significantly ahead over those that do not.
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When companies look to grow, leaders think about ways to improve and change, whether by cutting costs or developing the next great idea. However, one element companies often overlook is their corporate culture. The foundation for good decisions, culture is the fuel for employee contribution to growth.
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Established companies must learn to innovate in order to survive in today’s world. Leaders need to create a culture of innovation by encouraging new ideas and creating a framework to ensure they align with the organization’s goals.
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What's different about adaptive operating model management?
Traditional operating model design treats change as an event. You analyze, design, and implement a new model. Adaptive operating model management treats change as an ongoing capability and continuous evolution. We help you build the frameworks and processes needed to make operating model adjustments continuously as business conditions evolve, without requiring major transformation initiatives.
How do you measure the success of operating model transformation?
We establish metrics that connect operating model performance to business outcomes — decision-making speed, execution effectiveness, and strategic initiative success rates. We also measure your organization's capability to adapt the operating model over time, including how quickly you can identify needed changes and implement adjustments.
What are signs you need adaptive operating model capability?
Key indicators include frequent reorganizations that don't solve underlying issues, difficulty executing strategic initiatives despite clear strategy, and slow response times to market changes. If you find yourself constantly reacting to operational challenges rather than proactively managing them, you need stronger operating model management capabilities.
How does this relate to digital transformation?
Technology changes require corresponding operating model adjustments. We help organizations develop the capability to align operating models with digital capabilities as they evolve, helping technology investments improve performance rather than creating new operational complexity.
What's the difference between operating model design and business process improvement?
Operating model design takes a holistic view of how your entire organization creates value, while business process improvement typically focuses on optimizing individual workflows or functions. An operating model encompasses structure, governance, capabilities, processes, and technology as interconnected elements that must work together. Process improvement is often a component of operating model work, but true operating model transformation addresses the broader organizational system that enables processes to function effectively and adapt over time.
What role does culture play in operating model transformation?
Culture and operating model are deeply interconnected. Your operating model shapes daily behaviors, while culture influences how effectively new models get adopted. We assess cultural readiness as part of operating model design, identifying potential resistance points and developing strategies to align cultural elements with new ways of working. Successful operating model transformation often requires corresponding culture change to support new decision-making processes, collaboration patterns, and performance expectations.
How do you successfully implement operating models?
We build change readiness into the decision-making process from the beginning. Rather than designing first and implementing later, we help you develop implementation capability as part of building operating model management skills. Change management becomes an ongoing organizational capability rather than a project-specific activity.
Partner with Acquis to design operating models that turn strategic vision into operational reality and measurable business results.
