Signs it is time to act
The same problems keep returning despite everyone's efforts. Decisions stall between teams, customers get an inconsistent experience and leaders spend too much time firefighting. Often the answer is clearer operational ownership, not another tool.
- Delivery cannot keep up with demand
- Unclear ownership across sales, product and operations
- No shared view of how work is progressing
What a COO can take on
The work can begin by finding where delivery loses momentum and choosing a few changes that will make a difference. That may involve planning, capacity, quality or handovers. The aim is for the team to keep those improvements going after the assignment ends.
- Clear decisions and owners
- More predictable delivery
- A prioritised improvement plan with people accountable for it
Make the change last
Give the COO the authority to work across teams and access to the people doing the work. Agree what should work better in three months. The goal is a better day-to-day operation, not just a new process map.