Don’t Call It an Operating System Until it Actually Is One

This article examines the implementation of a corporate operating system (OS) as a unified, enterprise-wide way of working. A corporate OS is intended to establish a foundation of discipline, consistency and improved outcomes.  

Let’s start with the definition of a system:

A group of interacting, interdependent parts that work together to form a unified, organized whole..

A common problem with ‘rolling-out’ a corporate OS is the system likely still needs to be built. This is similar to launching an unverified product while it’s still in design. What’s really being rolled-out may be how the company will achieve the completed system. If your message is advertising the system that doesn’t yet exist, and not the plan (or strategy) for achieving the system(s) you could damage your credibility right from the start.

Some additional considerations when embarking on a corporate OS include scope, consistency and messaging.

Scope is where overpromising is easiest. Will the OS really cover every operational sub-process in the company? A better approach might be to concentrate on one sub-process, achieve a high level of maturity, and earn the right to call it a working system. The system could then be expanded with implementation success stories.

Your corporate operating system is really an operating strategy until the systems are developed...

Roll-out your corporate operating strategy with the goal to put systems in place. This makes more sense than rolling out a new system that’s more of an idea than a finished product. Appeal to employees frustration with the current processes and ask for their help improving them. As the initiative proceeds, obtain feedback on your operating strategy. Employees understand strategies change and you’ll create buy-in by making them part of that process.

Also, your operating strategy can focus on one area at a time. For example, emphasize supply chain process improvement until you have a “Supply Chain Operating System” in place, and then move on from there. Or even more granular than that, such as planning or sourcing.

Careful messaging should be considered throughout this process, emphasizing empathy and success stories where the system is in place and working as intended. In the next article we’ll examine a systems development approach, emphasizing how we achieve the system rather than claiming the system already exists.