麦肯锡-使操作模型正确设计的新规则（英）

People & Organizational Performance PracticeThe new rules for getting your operating model redesign rightThe goal of a redesign is to increase value, but failure rates are high. New research updates classic rules of redesign to help leaders flip the odds of success.This article is a collaborative effort by Brooke Weddle, Deepak Mahadevan, Elizabeth Mygatt, J. R. Maxwell, and Olli Salo, with Tristan Allen, representing views from McKinsey’s People & Organizational Performance Practice.June 2025The time has come to reconsider the principles that guide operating model redesign. In some ways, these principles have seemed timeless. For decades, leaders have aimed to integrate people, structures, and processes as seamlessly as possible to deliver value and improve organizational health. But now these rules must evolve to address the current pace of change and disruption. These days, how to organize for value is an even trickier undertaking.A decade ago, McKinsey examined organizational redesigns across industries and company sizes, focusing on the core rules that helped increase the odds of success. These rules applied to everything from identifying the right redesign blueprint and metrics to how to deploy talent and change mindsets.Because of the seismic shifts in the business landscape over the past ten years—economic upheaval, a global pandemic that disrupted workplace norms, and the transformative advances of automation and AI, to name a few—we decided to take a fresh look at that research. We wanted to see which core redesign principles, dubbed the “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 of 2,000 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 most effective in operating model redesigns now. These rules are underpinned by four broad themes linking redesign to value creation: alignment among leaders and decision-makers, deep investment in rewiring core processes, significant investment in people, and a sustained focus on a high-performing culture.In “A new operating model for a new world,” we dug into how leaders can think about redesigning their operating model. In this article, we examine how the right combination of rules improves the odds of a successful redesign that organizes around value, boosts speed and simplicity, 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 with the fact that repeated redesigns were wasting time and resources, sapping morale, and yielding disappointing re