Why new systems alone don't change outcomes
A new system reflects whatever operating model it's configured to support; if the underlying decision rights, accountability structure, and team boundaries don't change, the new system just automates the old way of working slightly faster; the benefits the business case promised assumed the operating model would change too.
This is why transformation programmes that feel technically successful often fail to show up in the metrics the business case actually promised.
What asking the question explicitly looks like
Before configuring a new system, explicitly reviewing whether current decision rights and team accountability structures still make sense given the new capability — and being willing to redesign them, not just the technology around them — is the uncomfortable but necessary step most programmes skip.
A new system reflects the operating model it's configured to serve. Change the system and keep the operating model, and you've automated the old way of working.MNB Strategy Practice
Key actions
- Review decision rights and accountability structures before configuring new systems
- Treat operating model redesign as part of the transformation scope, not a side effect
- Name who owns asking this question in the programme governance
- Measure outcomes against the business case, not just system go-live