Consumer-accessible AI is just the latest wave to unapologetically slam into organisations. There have been many waves before. There are many waves to come.
This much is certain.
The thing that is changing, however, is not the size or shock of these waves, but rather the rate at which they crash down on us; the respite between each is getting shorter. It’s getting harder to come up for air.
Many say (and always with hindsight): “I saw this AI wave coming”. But did any of us really see it? Let alone understand its impact? Let alone have the conviction to rally our organisation to prepare for it?
With each new wave, organisations need to respond. They need to transform and change how they operate, how they are structured, and how they work. They need to do this – at a minimum – to weather the wave. Or better yet, ride it. The earlier they respond, the better. The later they leave it, the worse. Those that do nothing: Kodak and Blockbuster.
So when they see a wave on the horizon, how should organisations respond? How do they rapidly assess the shift that is needed in their operations, restructure their teams and functions, and redesign the type of work they do and the way they do it? Without losing the human thread?
Segue Orgvue.
Orgvue is the gold standard in data-driven, digitally enabled organisation design. At Fifth Frame, we use Orgvue to help organisations transform their operating model and rapidly respond to whatever wave is on that horizon.
Going from analogue (we’ve all been there: Excel spreadsheets; PowerPoint org charts; manual calculations; butchers paper…) to a data-integrated digital platform unlocks a very long list of obvious and imaginable benefits – benefits completely inaccessible when trying to reimagine an organisation’s operating model on post-it notes.
Mismatched organisational data sets are absorbed, integrated and cleaned. Any new data measures needed to guide your transformation’s strategy are created. Custom organisational cuts and views allow you to truly “see” your organisation – from every angle possible. Often for the first time. What used to take weeks is now done in a matter of hours: a clear and accurate baseline from which to transform.
And what do we do with this clarity?
We use it to interrogate your organisation. We generate insights, we see anomalies, we connect patterns, and we understand how different parts of your operating model could, or should, change. And when it comes to that change, real time modelling allows us to test and experiment with different future state scenarios and instantly compare the impact of each. All while automatically tracing and tracking every single modified data point, essential to transitioning your defensible future-state design to life.
The benefits are clear: speed, accuracy, efficiency. Less time on grunt work; more time to innovate, test, and strategically respond to that future wave.
But data, no matter how clean, crisp, and clear, is only part of an organisation’s operating model story. Don’t get us wrong – it’s vital. Org charts, spans, layers, cost, headcount – all must be analysed, dissected, and interrogated. To the nth degree. They tell you where inefficiencies lie, where duplication exists, where costs accumulate, and where layers run too deep.
Yet data, on its own, cannot tell you why teams don’t mesh, handoffs don’t connect, and processes don’t stick. Or why no-one knows who owns what, no one can make a call, and trust is completely shot. All while the shadow of leadership seems barely visible and the mood of the place seems just a little bit off. This picture comes from talking to the business. Workshops. Interviews. Observations. Qualitative insights from people on the ground laying bare their frustrations and lived operational realities.
But without a data model these lived realities remain anecdotal, fragmented, and impossible to validate or translate into transformation decisions, and ultimately – into change.
You need both. Side by side.
You’re in a boardroom. It’s a workshop. The frenetic mid-program crunch of a full-scale operating model transformation. Paper on the walls. Orgvue on a screen. And people trying to make sense of it all.
It feels tense.
On one side reams of data are splayed across the wall: org charts, layers, FTE counts…an abstraction of the human teams driving critical operations. Operations which sit far from the corporate centre. You can already see a pattern: an inflated middle management layer hindering the flow from where decisions are made to where the work is actually done.
And then you turn to the centre of the room.
Here are the people doing the work. The ones responsible for those critical operations that keep the organisation alive. And when you ask them how work flows down to them, their answer is heavy and weighted:
“we just can’t make any decisions down here, we are totally powerless”
It is not said as a complaint. It is said as a condition.
And in that moment you connect what is on the wall to what people are saying. It is no longer abstract data or isolated human sentiment. It is the same operating model issue. But you can see it through two different lenses. One is through structure, and the other is through real world experience.
And it is from that connection that the operating shift needed becomes crystal clear: collapse the middle layer; free the flow of decisions to where the work is done.
Who knows what the next wave to slam into you will be? Who can predict it? Many will claim they saw it coming, but only once it’s already crashing down on them.
What you can control is how prepared you are. The data. The clarity. And the ability to connect these to the lived human reality to form a clear picture of what needs to transform.
That’s what we do at Fifth Frame. And Orgvue is how we do it.
