Companies implement a platform operating model for different reasons. They may adopt the model for the entire organization or for a specific business unit, product offering, or function. Platforms can be led by the C-suite, or five levels down. They can be tech- or business-centric, or both. Whatever the approach, the change must be end to end and include the following five dimensions:

• Strategic governance. Systems and processes cascade from each other, objectives and key results are dynamically aligned, and priority outcomes are consistently funded.
• Structure and way of working. Teams include people from both tech and business, are flexible, and follow harmonized, iterative ways of working.
• Talent and roles. Workplace planning isskills based and AI enabled, and recruiting, upskilling, and reskilling are often required at scale.
• Culture and behavior. Senior leadership must foster trust that platforms can deliver, which requires enterprise-wide, disciplined behavioral change. Executive coaching often helps activate and embed change.
• Technology and sourcing. Organizations frequently take a staged approach to modernizing core technology—and must ensure reusability through tight controls on tech architecture.

Companies have different jumping off points for platform operating model transformation depending on their needs and strategy. They may opt to begin by building no-regret priority platforms to deliver value rapidly and iteratively. Or they may launch a full enterprise-wide transition to adopt a platform operating model at scale.

Although the approaches differ, the results are the same. Business platforms help companies break silos, eliminate duplication, and increase quality and speed, all of which have transformational impact.

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