doorsicht.SYNC · One operation. Multiple business models.
Decide before you lock it into processes and systems.
For leadership and operations teams launching new products or services, improving the supply chain or redesigning the operating model. Every business model makes its own demands on the operation. Make those choices explicit before they are fixed in processes, organisation and systems.
A new offering, a supply chain improvement or a digital transformation locks in choices for years. The moment to choose is before. Not after.
30 minutes · free of charge · no obligation
You change the business model. But can the operation keep up?
- Customisation → standardisation
- Project → product
- Multiple business models side by side
- New offering → scalable operation
On paper they can coexist. In the operation, the real choices emerge.
Everyone looks at the work. No one at what it has to carry.
Product teams design the new offering. Operations optimises the chain. A consultancy draws the operating model. The digital transformation locks it into systems.
All useful. But no one first asks which business model that work has to carry. That is where I start.
This works before or alongside those programmes. Not instead of them.
A different business model affects the entire operation.
Business model
For whom, through which channel, at what price.
Product & proposition
What you deliver and how much variety.
Rhythm & operation
How often, how much and how fast.
Processes & organisation
Who does what and how work flows.
Systems & data
Which information steers the chain.
When the business model changes, the rest of the chain moves with it.
I have seen this from the inside.
In the same organisation, 3,000 consumer products a year ran alongside 25 configure-to-order systems. Different customers. Different rhythm. Different decision-making.
You do not see that difference on paper. Most of the time you only see it when the work gets stuck. I make sure you see it sooner.
Four questions. Can you answer them for your situation?
- 01
What is truly different?
- 02
What can stay the same?
- 03
Where does variation only create complexity?
- 04
Where does standardisation destroy value?
In doubt on any of the four? Then this is the moment to choose.
BUSINESS MODEL TO OPERATION MAP
Not separate choices, but choices that connect.
Business model
Product & proposition
Rhythm & operation
Processes & organisation
Systems & data
A choice rarely stands on its own.
The question is not where everything must be different. The question is where it can stay the same. And where difference is needed to create value.
Excerpt from the Business Model to Operation Map. My instrument, built on research and practice.
RESULT
What you prevent. What you get.
You prevent
- A new product or service the chain cannot deliver as promised.
- Supply chain optimisation that speeds up one business model and breaks the other.
- One process that serves two business models badly.
- An operating model and systems that lock in the wrong choices for years.
You get
- 01One image and one language. On the Sync Canvas and in the images from the field, sales, operations and IT see the same choices. And they talk about them in the same terms: what you promise and what you can deliver.
- 02Where business models can share the same operation
- 03Where deliberate difference is needed
- 04Which choices must be made first
- 05What this means for processes, organisation and systems
Simplicity where possible. Difference where it creates value. So a new offering, a supply chain improvement or a new operating model starts on solid ground.
Not a complete process design. The choices that design rests on.
About me
During SYNC, I guide the thinking between your business model and the operation needed to make it work. I bring structure, ask questions, make connections and surface assumptions that might otherwise remain implicit.
Sometimes that means slowing the team down before jumping into processes, systems or solutions. Other times, it means sharpening a choice: what needs to be standard, what can remain flexible, where do responsibilities sit, and what does this business model actually require from the operation?
I keep the discussion moving from intent to consequence: what are you trying to achieve, what does that mean operationally, and which choices need to be made before they become embedded in processes and systems?
I won’t design the answer for you. The choices stay with your team. My job is to make the implications visible, connect the dots across functions, and help you make those choices deliberately.
Twenty-five years in international organisations shape how I do that.
I’ve worked across strategy, operations, supply chain, commercial teams and business systems: developing new propositions, translating strategy into operating models, and then owning delivery too.
As a people manager and director, I’ve led teams, reorganisations and transformation programmes. I’ve seen what happens when a good idea reaches the operation without enough clarity, and how difficult it becomes to change choices once they are built into processes, roles and systems.
Improvisation adds something different: listening closely, working with what is actually happening in the room, and finding structure when the answer is not yet obvious.
Those two worlds meet in SYNC: I help you make the operational consequences of your business model visible, so you can choose before you build.
THE OFFER
Start with the choices.
MAP
Map the choices.
Workshop · ½ to 1 day
Put business models side by side and decide what can stay the same and what must be different. We do not only do that at the table. Each team goes out into the field with a camera and follows one business model. Back at the table, we put the images side by side. Then it becomes visible where the models meet and where they chafe.
- At the table: leadership, commercial, product management, operations, finance and IT.
- In the field: One business model per team, out into the field with a camera. Educational and fun. And afterwards, people talk about what they saw, not about what they think.
- Beforehand: a short conversation and whatever already exists on offering, volumes and customers.
- You take away: Your decision anchor. The completed Sync Canvas: what stays shared, what deliberately has to be different, and what comes first. The images from the field as evidence. Plus a short action list with an owner per step.
- Investment: by agreement.
Want to go further? With DESIGN we make the choices concrete in processes, organisation and systems. With MOVE I guide the implementation. Both by agreement.