Andrew Campbell

Gus, it was a motto for Michael and me ... for our little organization ... which grew to 7 people at one point. It is also, pretty much the life of an academic. One of the core implications was that we did our own research and our own consulting - so no research assistants.

A moto in 1987 when I left the faculty of London Business School to set up the Ashridge strategy centre with Michael Goold was "no bosses and no subordinates"

Thanks for the plug Mark.

Gareth, I am author of Operating Model Canvas - a framework like the Business Model Canvas but focused on operating models operatingmodelcanvas.com

I am beginning to realize that clarity about who your customer is, even when you are working in a department inside a large organization, helps you work much better ... and is often a non trivial question. Look at your job description. Does it identify your internal customers?

Interesting thread. Lean is a strategy for achieving operational excellence. It is not a business strategy. To have a business, first you need to choose a customer, then you need to decide what to offer that customer, then what work you will do, then you can use lean.

Just donated to my nephew Oscar’s Marathon in aid of cancer research and in memory of my sister Harriet who is not longer with us gofundme.com/f/oscars-marath…

Just posted a blog on operating model design in the age of agility. Are these two concepts compatible? ashridgeonoperatingmodels.co…

Your website does not work - at least not from the UK

I am in the UK. I am about to do some work for SABIC and understand that you did something similar. So would like to talk about how I might best work with them. Will try calling Monday

Hi Annie. Just read the Strategy & Business interview. I am ordering your book. Have you read mine - "Think Again" with Sydney Finkelstein? We categorized the causes of bias and attempted to identify when trusting your gut is OK.

Are you still in business? I want to talk to someone, but can't get a phone number from the internet - your website is not loading.

Spent two half days with a group of ITSMf members - that is service management people - discussing operating models. Very impressed with their interest in and grasp of the Operating Model Canvas.

But still first listed on Google!

Chris, I have only just seen this thread (must have been enjoying myself too much!). My guess is that it is about the example you provide. Maybe students have been asked to do a business model canvas for Uber and your article was coming up in search. But, thanks anyway.

Jeffries, All organizations carry deadwood/non-value adding activities, which is why "lean" has been so successful. Happy to explain why this happens, but it is a particular problem in HQ, and it is not just dead wood, it is also poisonous wood.

I have had a similar experience with my own business school.

As companies look for cost savings, a good place to start is with headquarters. Cost cutting here can often stimulate savings in many other places. So review the design of your headquarters rdcu.be/b5L8Q

Mike, I recommend myself. I am author of Operating Model Canvas operatingmodelcanvas.com. A core tool in this book is called "Value chain mapping" I could talk to you about how this tool works and how it helps with both operating model design and organisation design