A COO once showed me two diagrams. The first was the org chart: clean boxes, clear lines. The second was how work actually moved through the company: who approved what, where requests waited, which reports nobody read. They had almost nothing in common.
That gap is where most redesigns stall. A company changes the boxes and leaves the work, the decisions, and the measures exactly as they were. A few months later, the new structure runs on the old habits. I have watched this from the inside as an HR director at StarLightMedia, Preply, and iDeals, and through Wargaming's move from a functional structure to a matrix.
The Operating Model Stack closes the gap. It designs the company in one order: strategy and design principles, then capabilities, structure, processes, decision rights, and finally KPIs. Each layer is settled before the one beneath it, so the org chart becomes the last thing you draw, not the first.
All 60 templates you need to design, test, and launch the model are printed in the book. Nothing to download.
Draw the real diagram first. Then change it on purpose.
