Is Your Business Model Driving Strategic Success or Merely Operational?

In a world where agility and adaptability are essential, business models often become relegated to a ‘set-and-forget’ planning component, particularly in smaller organisations and not-for-profits. This reflects a significant gap in strategic practice. Research shows that small businesses and not-for-profits who actively integrate business models into their strategic processes have a 30% higher chance of meeting their long-term objectives than those who focus solely on business or strategic planning (McKinsey & Company, 2022).

During a workshop that I recently facilitated, participants recognised that their business model could become a living, adaptable tool rather than a static framework. We explored how aligning operational structures with strategic goals bridges the gap between what’s written on paper and what happens daily. Research supports this, too: businesses that periodically assess and adapt their models are shown to achieve higher operational efficiency and resilience (Harvard Business Review, 2021).

Key Insights and Participant Reflections

One of the most compelling parts of this journey was the depth of participant engagement. Many small business owners and leaders reached out afterwards, sharing that the workshop inspired them to carve out the “time and headspace” to explore how their business model underpins and even amplifies their mission. One leader from a not-for-profit noted, “I’m inspired to see my business model as more than just a plan—it’s an ongoing tool that informs our every move toward impact.”

This reflective, integrated approach has ripple effects. Participants left with practical tools to outline their value propositions, tailor service delivery, and identify the unique needs of their client base. By embedding the business model within ongoing strategic planning, organisations gain clarity, more robust decision-making, and a path to scale sustainably.

The Untapped Potential of Business Models in Service Delivery

For many human and community service organisations, the business model—sometimes called a “service delivery plan”—holds unique potential. When we adjust our focus to see these models as service-centric tools, we empower our teams to bring the strategic vision to life in real time. How might your organisation change if every team member was aligned with the “why” behind daily operations?

Let’s keep this conversation going. I look forward to continuing to partner with those ready to explore the transformative role of an adaptive, living business model in service delivery and beyond.