What used to take 2 hours now takes 5. What used to be a quick decision now needs 3 meetings. What used to be instantly clear now gets “stuck in communication.”
You’ve probably tried everything: better tools, more processes, and endless documentation. And when those didn’t work, you tried reorganizing your org chart — moving boxes around, creating new reporting lines, adding layers of management.
But here’s the thing: more tools and processes just add complexity. And your org chart isn’t broken.
All this time, you’ve been managing people and processes. What you really need to manage is the work itself.
The answer? Build an Operating Model — a clear system that defines how work flows seamlessly through your growing company.
Let me show you how to build this model. This is part 1 of a 3-part series:
- Part 1: Why org charts fail + what to do instead
- Part 2: The 4 pieces of an effective operating model
- Part 3: How to implement without chaos
The hidden problem with org charts
- Head Chef → Line Cooks → Prep Cooks…
- how ingredients flow from storage to plate, or
- how the kitchen adapts when something goes wrong.
The org chart shows structure, but misses the flow of work.
And this gap becomes critical as you scale.
The reality of scaling
In the last few years, how work happens has transformed. Remote teams and cross-functional collaboration have changed how value gets created.
And as your company grows, what worked for 10 people starts breaking at 50.
Earlier, everyone just knew what to do. Work moved through personal relations, and you could change everything on the fly. Now, none of this is possible. New people need to know how things work, who all gets affected if/when we make changes.
Are you hearing conversations like these?
- “Who’s supposed to decide this?”
- “Let’s meet <another team> and align”
- “Wait, your team is working on this too?”
- “This keeps getting stuck between departments”
- “How was I supposed to know about this change?”
If so, it’s time you start thinking about implementing the Operating Model.
"But my company moves too fast for process"
I hear this a lot: “But Surabhi, by the time I finish implementing this model, my company will have already evolved.”
Here’s why it’s backward: The faster you’re moving, the more you need clear ways for work to move forward.
Think of it like traffic lanes on a highway. They’re not barriers that slow you down — they’re guidelines that help everyone move faster.
And no, this isn’t about adding complexity either. It’s about agreeing on simple rules for how work flows — like “all client requests go through this channel” or “these three people can approve this type of decision.”
Time to fix this
Next week, we’ll break down the 4 elements of an operating model:
- Decision Rights: Who can make which calls
- Information Flow: How data and insights move
- Value Creation: How work gets done
- Resource Allocation: How you deploy people and capital
Get these right, and your company will move faster than you’d ever imagine, with less friction.
For now, try this:
- Pick one important workflow in your company
- Count how many teams it touches
- Note where it usually gets stuck
Spend 15 minutes on this today. What you discover will be your first step toward fixing these problems for good.
Thank you for being here, I will see you next Thursday with Part-2.
Surabhi
PS: Many readers ask if their company is “too small” for an operating model.
Here’s the truth: if you have more than one team, you already have an operating model. It might be informal or invisible, but it exists. The question is: is it working for you or against you?
PPS: The exercise I shared above? It takes just 15 minutes but reveals exactly where your operating model needs work. Do it before Part 2 drops next week – you’ll get much more value from the four elements when you can relate them to your specific situation.
What I am reading:
Last week, I picked up Inspire Someone Today by Srikanth ND, drawn in by his podcast of the same name.
The first chapter itself had me hooked — it felt like stepping into a movie. The writing pulled me right into the reunion of six friends, their conversations flowing so naturally that I forgot I was reading.
Excited to dive deeper. I’ll share my takeaways with you soon.
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