https://engineering-leadership-preview.hinshelwood.com/tags/operating-model/ Recent content in Operating Model on Engineering Leadership in AI & Software Hugo en Tue, 16 Jun 2026 17:40:35 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/don-t-manage-dependencies-remove-them/ Mon, 29 Sep 2025 09:00:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/don-t-manage-dependencies-remove-them/ Dependencies are not inevitable but are usually caused by poor system design; instead of managing them, focus on removing them by aligning work, teams, and architecture, making contracts explicit, and clarifying ownership. Only manage the rare dependencies that remain, treating them as design flaws to be fixed, not as normal work. Leadership should prioritise redesigning systems to eliminate dependencies, which leads to faster delivery, fewer defects, and higher team autonomy. https://engineering-leadership-preview.hinshelwood.com/articles/rethinking-capacity-planning/ Mon, 21 Jul 2025 09:00:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/rethinking-capacity-planning/ Capacity planning should focus on optimising system flow and predictability, not tracking individual hours or task assignments. Shifting from micromanagement to managing work as a system at portfolio, category, and team levels helps prevent overload, improves value delivery, and enables reliable forecasting. Development managers should prioritise system-level metrics, enforce work-in-progress limits, and empower teams to pull well-prepared work, creating sustainable and predictable delivery. https://engineering-leadership-preview.hinshelwood.com/articles/should-you-use-one-project-to-rule-them-all-in-azure-devops/ Mon, 25 Aug 2025 09:00:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/should-you-use-one-project-to-rule-them-all-in-azure-devops/ Using a single Azure DevOps project for all teams and products reduces fragmentation, improves visibility, and streamlines governance compared to managing multiple projects or organisations. Key benefits include unified reporting, easier collaboration, and lower administrative overhead, while Area Paths and Teams provide the necessary structure and security within one project. Development managers should consolidate into one project where possible, using Area Paths and Teams to model structure and scale, to optimise flow and delivery. https://engineering-leadership-preview.hinshelwood.com/articles/why-most-companies-operating-models-fail-in-dynamic-markets/ Thu, 04 Dec 2025 00:00:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/why-most-companies-operating-models-fail-in-dynamic-markets/ Most organisations still use a Predictive Operating Model built for stable, predictable markets, which now creates massive waste, slow decisions, and disengaged teams in today’s dynamic environment. An Adaptive Operating Model, built on empiricism, rapid learning, decentralised decision-making, and persistent cross-functional teams, is a better fit because it focuses on outcomes, adaptability, and continuous alignment with customers. The real work is redesigning structures, measures, and leadership, not just adopting new processes. https://engineering-leadership-preview.hinshelwood.com/articles/create-your-own-path-to-organisational-agility/ Thu, 11 Jan 2018 13:28:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/create-your-own-path-to-organisational-agility/ A one-size-fits-all agile framework rarely works because every organisation’s path to agility is unique; instead, you should define a clear vision, form a cross-functional change team, and use an incremental, evidence-based approach to improvement. Broad, consistent training across all levels ensures everyone understands and supports the change, while involving stakeholders in identifying and prioritising impediments helps create a relevant organisational change backlog. To succeed, secure executive buy-in, empower teams to drive change, and focus on continuous, measurable improvements tailored to your context. https://engineering-leadership-preview.hinshelwood.com/videos/7-harbingers-of-the-agile-apocalypse-organizational-structure/ Thu, 19 Oct 2023 11:00:06 +0000 https://engineering-leadership-preview.hinshelwood.com/videos/7-harbingers-of-the-agile-apocalypse-organizational-structure/ Traditional top-down management structures block true agility by centralizing decision-making and limiting team empowerment, especially for key roles like Product Owner. To become more agile, organizations need to decentralize authority, promote transparency, and adopt servant leadership, allowing teams closer to the customer to make decisions. Leaders should drive this shift by supporting teams and gradually implementing changes that focus on delivering customer value. https://engineering-leadership-preview.hinshelwood.com/articles/professional-organisational-change-at-the-ghana-police-service/ Mon, 04 Sep 2017 13:09:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/professional-organisational-change-at-the-ghana-police-service/ The Ghana Police Service is undergoing a major transformation to address long-standing issues by adopting a clear vision, a strategic framework based on Scrum, and empowering change agents across the organization. Top leadership, including the IGP and the President, are fully committed, and the approach emphasizes servant leadership, transparency, and adapting frameworks like Kanban to fit unique team needs. Development managers should note that lasting change requires a flexible framework rather than rigid methodologies, with leadership focused on enabling teams rather than controlling them. https://engineering-leadership-preview.hinshelwood.com/articles/the-urgent-call-for-agile-organisational-transformation/ Thu, 29 Jun 2023 09:00:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/the-urgent-call-for-agile-organisational-transformation/ Traditional hierarchical structures are holding back organisations from adapting to today’s fast-changing markets, leading to slow responses and missed opportunities. Superficial agile transformations fail because they do not address deep-rooted command-and-control habits, causing apathy and repeated failure. To stay competitive, leaders should drive genuine organisational change by adopting decentralised, network-based models and commit to ongoing organisational refactoring and hygiene. https://engineering-leadership-preview.hinshelwood.com/videos/there-s-no-such-thing-as-an-agile-transformation-why-you-should-focus-on-the-system-not-the-culture/ Sun, 21 Jan 2024 07:00:06 +0000 https://engineering-leadership-preview.hinshelwood.com/videos/there-s-no-such-thing-as-an-agile-transformation-why-you-should-focus-on-the-system-not-the-culture/ Focusing on changing organizational culture directly does not work because culture is an outcome of the underlying system, such as rules, processes, and decision-making structures. To achieve real and lasting change, development managers should make small, targeted adjustments to these systems, monitor the impact on team behavior, and iterate as needed. Leaders must support and model these changes, as system tweaks drive the cultural shifts that Agile aims for. https://engineering-leadership-preview.hinshelwood.com/articles/what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg/ Mon, 18 Jan 2021 14:02:00 +0000 https://engineering-leadership-preview.hinshelwood.com/articles/what-is-taylorism-and-why-waterfall-is-just-the-tip-of-the-iceberg/ Traditional management practices like Waterfall are just symptoms of deeper, outdated Tayloristic approaches that treat people as replaceable cogs, stifle innovation, and create disengaged teams. These practices persist through rigid hierarchies, siloed departments, best practices, and incentive systems that work against autonomy, mastery, and purpose. To improve outcomes and employee engagement, development managers should move toward cross-functional teams, empower those closest to the work to define practices, and focus on intrinsic motivators rather than outdated control mechanisms. https://engineering-leadership-preview.hinshelwood.com/tags/adaptive-operating-model/ Fri, 16 Jan 2026 09:30:34 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/adaptive-operating-model/ An adaptive operating model is an organisational structure designed to enable value delivery in environments characterised by uncertainty, complexity, and ongoing change. Unlike traditional models that rely on prediction, control, and centralised authority, the adaptive operating model is built around principles of learning, rapid feedback, and decentralised decision-making. Its core features include organising work around outcomes rather than tasks or projects, distributing decision rights to those closest to emerging information, embedding explicit learning loops for continuous adjustment, maintaining stable teams and roles while allowing flexible execution, and implementing governance that supports flow and transparency rather than rigid compliance. This model serves as the foundational structure for product-centric organisations and underpins specialised approaches such as product operating models and agile product operating models, which apply adaptive principles specifically to product delivery. The adaptive operating model is not a set of delivery practices, a process framework, or a superficial change initiative; rather, it fundamentally redefines how work is coordinated, how decisions are made, and how value is discovered within an organisation. Organisations adopt this model when they face rapidly evolving customer needs, technological uncertainty, high coordination costs, bottlenecks from centralised control, and when the speed of learning is more critical than adherence to plans. In such contexts, adaptability becomes essential for survival, making the adaptive operating model particularly valuable in agile, DevOps, product development, and modern organisational design, where empiricism, accountability, and the ability to respond to change are paramount. https://engineering-leadership-preview.hinshelwood.com/tags/operating-model/ Mon, 24 Nov 2025 13:22:30 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/operating-model/ An operating model is a conceptual framework that outlines how an organization delivers value to its customers and stakeholders by defining the key components, processes, roles, and interactions required to execute its strategy. Originating from management and organizational design disciplines, the operating model serves as a bridge between high-level business strategy and day-to-day operations, detailing how resources, technology, governance, and workflows are structured to achieve desired outcomes. A well-defined operating model is crucial because it enables organizations to align their structure and practices with strategic goals, foster cross-functional collaboration, and respond effectively to changing market demands. By clarifying responsibilities, decision-making authority, and the flow of information, the operating model supports scalability and the integration of new ways of working. This clarity is especially valuable in complex environments where efficient delivery and coordination are essential for maintaining competitiveness and achieving sustainable growth. Organizations may implement various specialized operating models depending on their value delivery approach, delivery philosophy, and product characteristics. https://engineering-leadership-preview.hinshelwood.com/tags/predictive-operating-model/ Mon, 24 Nov 2025 13:22:30 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/predictive-operating-model/ The Predictive Operating Model is a traditional framework for organizing work that originated during the industrial revolution and is grounded in scientific management principles, notably those of Frederick Taylor and Henry Ford. It is characterized by hierarchical structures, centralized planning and control, functional specialization, and a strong emphasis on efficiency, standardization, and minimizing variability. This model assumes that customer demand and market conditions are stable, work can be fully specified in advance, and performance is best improved through detailed planning, specialization, and strict adherence to procedures. It operates through mechanisms such as predictive plans, fixed scopes and resources, stage gates, and individual accountability, with success measured by output consistency, cost control, and on-time delivery. The Predictive Operating Model excels in stable, predictable environments where repeatable processes and operational excellence provide competitive advantage, enabling organizations to scale efficiently and maintain clear accountability. However, it faces significant limitations in dynamic or uncertain contexts, such as slow adaptation to change, siloed functions, long feedback loops, and limited capacity for learning or innovation. As markets and customer needs become more volatile and complex, many organizations are transitioning toward more adaptive models that emphasize flexibility, cross-functional collaboration, and iterative learning. Understanding the Predictive Operating Model is crucial for organizations aiming to evolve their operating practices, as it highlights both the strengths that can be leveraged in stable settings and the constraints that must be addressed to succeed in agile, DevOps, or product-centric environments. https://engineering-leadership-preview.hinshelwood.com/tags/cell-structure-design/ Thu, 10 Apr 2025 14:48:25 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/cell-structure-design/ Cell Structure Design is an organisational model that redefines traditional hierarchies by establishing a decentralised network of autonomous units, referred to as cells. Each cell is granted end-to-end responsibility, enabling rapid responses to customer needs and market fluctuations. This model aligns with the principles of the Beta Codex, promoting accountability and continuous adaptation through dynamic coordination rather than a command-and-control approach. Grounded in complexity theory, Cell Structure Design acknowledges the unpredictable nature of modern business environments, where adaptability is essential. By fostering transparency and collaboration both within and between cells, this structure enhances communication and accelerates decision-making, allowing teams to deliver value in a predictable and sustainable manner. The independent yet cohesive operation of cells facilitates ongoing innovation and process improvement, contributing to long-term organisational success. This systemic design not only boosts operational efficiency but also nurtures a culture of empowerment and engagement, which is vital for thriving in today’s fast-paced business landscape. Ultimately, the focus on value creation and responsiveness equips organisations to effectively navigate complexity, ensuring their competitiveness and relevance in the market. https://engineering-leadership-preview.hinshelwood.com/tags/company-as-a-product/ Thu, 10 Apr 2025 14:47:20 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/company-as-a-product/ Company as a Product (CaaP) is an organisational strategy that conceptualises the entire company as a dynamic product, evolving continuously based on customer feedback and measurable outcomes. Originating from the principles of agile and product development, this approach emphasises the alignment of all organisational components, people, processes, and systems, towards delivering customer value. CaaP fosters a culture of cross-functional collaboration and experimentation, enabling teams to respond swiftly to market changes and customer needs. This strategy represents a significant shift from traditional hierarchical structures to a more fluid and responsive organisational model, encouraging leaders to view their company’s capabilities as adaptable. By promoting a mindset of continuous improvement, CaaP ensures that every aspect of the organisation is open to refinement and innovation, which is crucial for maintaining competitiveness and relevance in a rapidly changing environment. Ultimately, by treating the organisation as a product, CaaP facilitates predictable and sustainable value delivery, establishing a resilient framework that supports long-term success and adaptability. https://engineering-leadership-preview.hinshelwood.com/tags/agile-product-operating-model/ Fri, 21 Mar 2025 09:30:34 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/agile-product-operating-model/ The Agile Product Operating Model (APOM) is an operating model that integrates agile methodologies with contemporary product management principles, enabling organisations to consistently deliver value through a product-centric approach. As a specialization of the Adaptive Operating Model, APOM addresses the specific need to shift away from traditional project-based approaches, which often emphasise rigid timelines and budgets, toward continuous value delivery and responsiveness to customer feedback. This model is crucial in the context of agile, DevOps, and product development as it aligns organisational efforts around well-defined outcomes, ensuring that every product has clear boundaries, stakeholders, and measurable value. By integrating elements such as business and technology roadmaps, operational stability, and governance, APOM allows organisations to adapt swiftly to market changes while maintaining a clear connection to their strategic goals. Furthermore, it emphasises evidence-based decision-making, fostering transparency and collaboration across teams, which enhances the ability to manage and optimise product value effectively. While non-agile product operating models are possible, APOM provides the recommended approach that empowers organisations to shape their unique operating models, driving sustainable value creation in a dynamic environment. https://engineering-leadership-preview.hinshelwood.com/tags/beta-codex/ Tue, 11 Feb 2025 10:17:24 +0000 https://engineering-leadership-preview.hinshelwood.com/tags/beta-codex/ Beta Codex is a transformative framework for organisational design that promotes decentralised, adaptive, and human-centric structures, moving beyond traditional hierarchical models. Originating from the need for organisations to become more agile and responsive, this concept empowers teams to make decisions autonomously, embedding agility into the organisational culture rather than treating it as a set of practices. The significance of Beta Codex lies in its ability to enhance innovation and responsiveness to change, which are critical in today’s rapidly evolving market. By decentralising decision-making, organisations can respond more swiftly to customer needs, fostering collaboration and transparency that dismantle silos and create a unified purpose among team members. This approach cultivates resilience and adaptability, essential for success in complex environments. Furthermore, Beta Codex aligns with Lean and Agile principles, emphasising continuous value delivery and prioritising human interactions, trust, and psychological safety. By unlocking the potential of teams, organisations can achieve sustained performance and innovation, while also improving operational efficiency and fostering a culture of continuous improvement, ensuring they remain competitive and relevant in an ever-changing landscape.