Blog - Katherine Wastell

Your operating model is a delivery system.

Recently, 3 observations keep twitching at me, again and again (as they do).

A few months ago, I moved to a three-day week at Public Digital to build my own business alongside consulting.

Many teams and leaders are under pressure to deliver more, better, faster, with less.

In the 3.5 years I’ve been a consultant, I’ve been lucky to get inside the depths of a wide range of very different organisations.

The most effective operating models start with delivery.

Most operating model designs start in the wrong place.

Written by Blessing Ajimoti and Katherine Wastell Organisations are rushing to adopt AI, and the impact on the customer experience is already being felt.

There's a lot of talk about flexible working.

I’ve just finished reading Don’t Believe Everything You Think by Joseph Nguyen.

Over the years in the teams I’ve led and supported, I’ve observed a unique skill-set in the designers with transformation experience.

The reality in all organisations is that you can’t do everything.

To add further confusion into the mix, maybe it’s a platform?

In recent years design has been expected to prove its worth.

The application of user research to develop products and services is well-established.

Establishing design in an organisation is a phased journey involving team building, skill and craft development, and strategic influence.

Every designer I know loves doing design.

To identify user research findings, you need to take lots of information and distill it into meaningful patterns and themes.

It's really important to share appreciation.

Genius is a word we often use for people who do things differently, who refuse to follow the usual rules, who challenge the way things are done.

In every organisation I’ve worked in, when I’ve shared a success story from outside, someone has told me, “Yes I can see how that worked there, but things are different here.”