What we do
We help our customers design and execute operating model and ways of working changes.
Strategy becomes real through the operating model. In other words, it defines how the organization creates and delivers value to its customers: how work flows, how the organization and roles & responsibilities are set up, how decisions are made, and how data and tools enable and support the work.
We work closely with our customers’ people on the operating model design that is both fit for purpose and fit for implementation. But a design is still just a plan, no more, no less.
What we are really known for is our ability to help our customers execute the design.
Processes and ways of working
Two principles guide our thinking related to processes: simplicity and end-to-end view.
Process development should be an exercise in functional simplicity; a process design should lay out the simplest way to arrange work to accomplish the desired outcome, specifying only the minimum set of critical details. Anything overly complex will be unimplementable.
Processes are typically developed vertically to improve efficiency within a specific part of the organization. However, in any organization customer value is almost always created horizontally, i.e. through connected efforts by multiple parts of the organization. Therefore, we strongly believe processes should be looked at in the same way: end-to-end, cross organization and focusing on customer value.
People and organization
Structure is important, but only to the extent that it makes it easier for people to do a good job rather than more difficult. Reorganizations often attract disproportionate attention, even though structure always reflects compromise and rarely drives outcomes on its own. Expecting a reshuffle to deliver strategy easily leads to disappointment.
The right people with clear goals and mandates deliver excellent results even in an unclear setup, never the other way around. Real impact comes from sharp roles, clear responsibilities, and the capabilities needed to execute.
Leadership and management practices
Bold vision without credible ideas of the means to get there is hallucination. Administration without a vision is worthless bureaucracy. Leadership sets the sense of direction, ensures desirable behaviors prevail over the undesirable, and shapes culture into a real source of advantage.
Management turns that direction into concrete activities truly critical to achieving it, progress can be followed up, and course adjusted. A big part of our job is to help ensure leaders have a clear goal, understand how it affects their focus and priorities in management and leadership, and have the necessary forums to practice them.
Information and technology
Information and technology should enable the operating model, not dictate it. Work starts from decisions and execution, not from systems. We help teams define what information supports better decisions, how it flows across the organization, and who owns it so people can trust and act on it.
Brave does not build systems or act as an IT provider. Focus stays on clarifying what the business actually needs from data and tools, and on making gaps visible so the right development work can follow.
