Operating model redesign

The 7th-largest theme in the research: 85 of 269 documents, 33 organizations. Decomposed into 4 topics, each with its own issues, evidence and steps.

85documents in the theme
16issues named
50sourced citations
10organizations cited
0sourced statistics

The topics

Each opens a dossier with the same shape: what the state of it is, the issues ranked by how many independent organizations name them - or marked as our own analysis where none does - the disagreements, the numbers, and the concrete steps under each remedy.

Where the capability sits

Centralized, federated, or hub-and-spoke - and what each shape can and cannot do.

  • The center of excellence becomes the next silo 2
  • The structure is redrawn but the rhythm is not 2
  • The shape question has a measured answer, and it favors concentration 1
  • and 1 more

65 documents · 27 organizations · 4 issues · 12 steps

Build, buy or partner

How the capability is sourced, and what each route costs in control.

  • The build-versus-buy binary is already obsolete 2
  • Buying the model does not buy the system 2
  • Full outsourcing quietly erodes the knowledge the function runs on 1
  • and 1 more

37 documents · 23 organizations · 4 issues · 12 steps

Roles & the shape of the workforce

Which roles change, which appear, and what the org chart looks like after.

  • A wave of new roles is arriving with no place on the chart 2
  • AI splits every role toward one of two tracks, and design decides which 1
  • The bottom rung is being removed faster than it is being redesigned 1
  • and 1 more

33 documents · 15 organizations · 4 issues · 12 steps

Who owns it

The executive the AI agenda reports to, and what the role actually holds.

  • The title arrives before the mandate 2
  • Ownership is a coalition, and one seat of it is often hostile 2
  • One person is asked to be both advocate and guardian 1
  • and 1 more

19 documents · 14 organizations · 4 issues · 12 steps

Where the sources disagree

Every recorded contradiction across the theme, in one place. These only exist because the documents were read against each other; no single publisher reveals them.

The bottom rung is being removed faster than it is being redesignedRoles & the shape of the workforceMicrosoft dissents — Reports the identical structural change with the opposite valence, as a career accelerator rather than a squeeze - though the day-one-manager claim is made only of the roughly 9% of surveyed organizations it classes as furthest along, and no figure on entry-level hiring volumes is offered either way.