使操作模型正确设计的新规则（英）

The time has come to reconsiderthe principles that guide operating model redesign. In someways, these principles have seemed timeless. For decades, leaders have aimed to integratepeople, structures, and processes as seamlessly as possible to deliver value and improveorganizational health. But now these rules must evolve to address the current pace of changeand disruption. These days, how to organize for value is an even trickier undertaking.A decade ago, McKinsey examined organizational redesigns across industries and companysizes, focusing on the core rules that helped increase the odds of success. These rules appliedto everything from identifying the right redesign blueprint and metrics to how to deploy talentand change mindsets.Because of the seismic shifts in the business landscape over the past ten years—economicupheaval, a global pandemic that disrupted workplace norms, and the transformative advancesof automation and AI, to name a few—we decided to take a fresh look at that research. Wewanted to see which core redesign principles, dubbedthe “nine golden rules,”still hold true,which have evolved, and which are no longer as relevant.To understand whether the golden rules stand the test of time, we conducted a global survey of2,000 executives across industries and tested more than 20 operating model redesign rules.The research found that the conditions for why organizations launch a redesign have changed,as have the actions and design choices that help propel success.Our 2025 “refresh” reveals an updated set of nine rules that reflect what approaches are mosteffective in operating model redesigns now. These rules are underpinned by four broad themeslinking redesign to value creation: alignment among leaders and decision-makers, deepinvestment in rewiring core processes, significant investment in people, and a sustained focuson a high-performing culture.In “A new operating model for a new world,” we dug into how leaders can think aboutredesigning their operating model. In this article, we examine how the right combination of rulesimproves the odds of a successful redesign that organizes around value, boosts speed andsimplicity, and spurs performance and health in today’s volatile environment.The original nine golden rules: A journeyA decade ago, McKinsey realized that more and more executives were voicing frustration withthe fact that repeated redesigns were wasting time and resources, sapping morale, and yieldingdisappointing results. To figure out why a successful outcome was so hard, we tested commonapproaches to redesign to find rules that would create the best conditions for success. Andthus, the nine golden rules were born (Exhibit 1).Back then, not using the golden rules spelled failure for operating model redesigns, McKinseyanalysis showed. However, the more rules an organization used, the more successful theThe new rules for getting your operating model redesign right Exhibit1redesign was in terms of improved performance. Using more than six of the original rules led toa 73 percent success rate, for example. Today the original rules still have a positive effect onredesign efforts, but they are not as effective as they once were. Using more than six of theoriginal rules drives only a 55 percent success rate (Exhibit 2).Key insights from the new dataWe set out to find a set of rules that are a better predictor of success. To understand the mostimportant redesign factors that leaders should consider today, we surveyed 2,000 executivesacross 16 sectors, including advanced industries, banking, consumer and retail, energy,healthcare, the public sector, and technology. The new rules for getting your operating model redesign right Exhibit2We also tested 21 operating model redesign levers, including the nine original rules but addingothers that ranged from the pace of decision-making and test-and-learn pilots to whether toconsider geopolitical dynamics. We compared the relative impact of each lever to understandwhich were most highly correlated with a successful redesign (see sidebar, “Our methodology”).Several insights emerged:Redesigns are a regular rhythm, not a rare eventAbout two-thirds of leaders surveyed experienced operating model redesigns in just the pasttwo years, and 50 percent anticipated undergoing one in the next two years. That redesigns area regular part of the operating model—not a one-time fix—suggests that companies should buildredesign readiness as a capability, not solely as a reaction to events.The motivations for undertaking an operating model redesign have evolvedIn the new survey, two reasons emerged as the primary drivers for why executives initiate aredesign: improving efficiency and refocusing on growth. These priorities highlight a dual focuson optimizing current operations while positioning the organization to seize future opportunities. The new rules for getting your operating model redesign right Our methodologyTo understandthe choices correlated with operating model