Firefly whitepaper · Edition 1.0
The enterprise takes shape.
Why your operating model should start from what your business means.
Most operating models freeze the day they are delivered. This paper shows how to define each service once, build the operation from it, and improve it from evidence.
Get the whitepaper27 pages in six chapters, with 21 sources reviewed through November 3, 2026.
Inside the report
Six chapters, each answering one question.
Each chapter opens with a leader’s question and its short answer. The pages that follow give the detail and the evidence.
- The question it answers
- Should your next operating-model investment be another diagnosis, or a way of defining your operation so it keeps changing with the business?
- Who should read it
- A CEO, Chief Innovation Officer, or Chief Transformation Officer, with operations and technology in the room.
- The decision it prepares
- Which service to define first as a contract, and run from it.
- Pages 03–07
Chapter 1
Operating models freeze
Why does the operation stop matching the business so soon after a redesign?
- Pages 08–11
Chapter 2
Describe what your business means, once
What do you describe, and how does the operation follow from it?
- Pages 12–14
Chapter 3
The model builds the operation
What runs under the model?
- Pages 15–17
Chapter 4
The operation improves on evidence
How does the operation get better without breaking?
- Pages 18–21
Chapter 5
Liquid. Never loose
Who sets the limits, and how are they kept?
- Pages 22–25
Chapter 6
Start with one service
Where should the next operating-model budget go?
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