{Company} OS 2.0: A revamped approach

For years, I've been using the {Company} OS model to organize my work and client projects. But I knew it could be better. That's why I'm excited to share the upgraded 2.0 version.

Three out of the five key elements have been updated to be more effective and clear. Let's dive in:

A fresh look at strategy

The changes here are subtle but important. Previously, "risk" was tucked under the "cash" element. However, risk is inherently a strategic planning tool. It now has its own spot in the strategy part of the model.

I've also highlighted the role of data and analytics. These are not just add-ons but essential tools for making smart decisions in today's business landscape.

Rethinking operations

Operations has always been a tough element to pin down, especially for me as an operations consultant. That's because every business has its unique operational needs.

Before, the model was too focused on the business value chain—creating value, capturing value, delivering value, and support activities. But that was hard to explain, particularly in markets like Finland.

Now, this element covers everything about how a business runs. This includes tasks, systems, automation, and tooling. It's a more flexible way to look at operations as a whole.

Cash is still king

The previous model had "cash" as a sort of catch-all category. It was unclear and confusing. But money matters are straightforward. Every business has three types of cash flows: operating, financing, and investing.

This simpler framework makes it easier to get a quick read on a company’s financial health. And that helps everyone make better decisions.


These changes have made the {Company} OS model easier to use and understand, both for me and for my team. It’s more in tune with the unique challenges and opportunities that today’s businesses face.

And we're already seeing the benefits.

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