Over the past decade, more than half of large organisations have attempted to modernise their operating models. Whether labelled as agile, digital-first, or new ways of working, the ambition is clear: to drive agility, speed, efficiency, and customer focus. Yet for many, the reality has been disappointing. Operating model transformations often stall, fall short of expectations, or fail to deliver sustainable results.
McKinsey’s latest research shows that while 63% of companies meet most of their transformation objectives, only 24% succeed at a high level. The gap between intent and impact is significant, and it reveals six common pitfalls that derail progress. From unclear goals and siloed structures to misaligned culture and weak leadership, these barriers prevent organisations from realising the value they seek.
At Mind-Gap, we help leaders navigate these very challenges. Transformations succeed when organisations link goals clearly to strategy, align cross-functional teams with accountability, integrate technology with people practices, and ensure leadership commitment at the very top. More than posters, processes, or buzzwords, it is about creating clarity, embedding culture, and sustaining momentum.
The truth is, change is not just about designing a new model but about shifting behaviours, expectations, and priorities across the business. That’s where leadership development and coaching can make the difference, helping leaders stay present in discomfort, manage politics, and keep the transformation moving forward.
Are you looking to revitalise your operating model transformation? At Mind-Gap, we work with organisations to avoid these common pitfalls, accelerate progress, and embed sustainable value. Get in touch with us to explore how we can support your journey.
Toolkit for Action
Here are six questions to help you reflect on your transformation today:
- Clarity of goals – Are your transformation objectives directly linked to measurable business outcomes (e.g., customer satisfaction, profitability, time-to-market)?
- Structure and accountability – Does every team know its role in driving value, or are silos still holding you back?
- Technology integration – Are tech and data changes fully embedded within organisational redesign, or treated as separate tracks?
- Resourcing and budgeting – Do you have a flexible funding model that allows priorities to shift quickly, or are you still tied to rigid, project-based cycles?
- Culture and leadership – Do leaders model the new behaviours you expect, and is culture change being tracked as rigorously as business results?
- Top-team commitment – Is your senior leadership actively driving transformation every week, or is it delegated too far from the top?
For further reading, explore McKinsey’s full article here.
