There’s value in operating as “one firm,” according to senior partner Scott Keller and coauthors. Companies that have adopted a one-firm model—which might include coordination of decision making, cooperative teamwork, or an emphasis on “we, us, our”—are 2.3 times more likely to be in the top quartile of high-performing organizations.
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A line graph displays two lines, each representing the share of organizations in the top quartile of healthy and high-performing organizations. One line shows organizations that have adopted a one-firm operating model, and the other shows organizations that have not and are more siloed. The horizontal axis measures a coherence threshold, on a score of zero to 1.0, with high cohesion ranging from 0.85 (the one-firm threshold) to 1.0.
The share of organizations in the top quartile of high performance that have not adopted a one-firm operating model maintains at about 20% across most cohesion scores, while the share of those that have adopted the model trends upward as the firms approach higher cohesion. For firms with the highest cohesion scores, those that have adopted the one-firm model are 2.3 times more likely to be in the top quartile of healthy and high-performing organizations than those that have not.
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To read the article, see “Capturing the value of ‘one firm’,” May 9, 2023.