Operating models01
The Operating Model of Operating Models
Why organisations need a connected meta-model to coordinate the models already coordinating the enterprise.
Explore the premiseMarksands Institute for Enterprise Momentum
Research that makes the future feel more thoroughly benchmarked.
We convert emerging signals, executive dialogue and directional intuition into proprietary perspectives for leaders navigating the space between disruption and the next steering committee.
Marksands Institute2027
Enterprise Relevance Index
A directional benchmark for organisations approaching what comes next.
NowNextBeyond
Featured research
Relevance is no longer a destination. It is an operating posture.
Our 2027 index identifies five signals that leaders can use to assess whether their organisation is creating momentum, preserving optionality and remaining sufficiently close to the future to discuss it with confidence.
- 01
Decision velocity becomes a strategic asset
The speed at which a decision is framed, socialised, deferred and reframed increasingly determines enterprise responsiveness.
- 02
Strategic adjacency overtakes simple readiness
Organisations do not need to arrive at the future. They need credible proximity to it.
- 03
AI relevance replaces AI readiness
The question shifts from whether AI can be adopted to whether every presentation can reasonably mention it.
- 04
Governance becomes an operational capability
Leading organisations govern the work, the decisions and the governance of the governance.
- 05
Experience becomes the enterprise control plane
Employee, customer and stakeholder journeys increasingly connect strategy to the feelings generated by implementation.
Research note: This is an illustrative proprietary index. No external organisations were surveyed, ranked or placed in an uncomfortable quadrant.
Research library
Perspectives designed to travel well in executive packs.
Each publication provides a compelling premise, an integrated framework and enough terminology to sustain a meaningful conversation.
Strategy02
The State of Strategic Adjacency
A longitudinal point-in-time view of how close organisations feel to where they believe they should be.
Read the directional findingsPlatforms03
From Cloud-First to Cloud-Eventually
A pragmatic path from migration ambition to platform coherence, with appropriate room for legacy nuance.
Navigate the horizonsEnterprise04
Closing the Gap Between the Roadmap and the Next Roadmap
How leaders can sustain momentum while the current roadmap is being realigned to emerging priorities.
Review the frameworkOur methodology
Rigorous enough to be proprietary. Flexible enough to remain directional.
The Marksands Institute applies a four-part synthesis method to convert complexity into publishable conviction.
Listen
Draw on executive dialogue, market language and recurring organisational concerns.
Signal
Identify themes that appear important, adjacent or sufficiently well represented by arrows.
Synthesise
Connect observations through a proprietary framework with between four and six dimensions.
Activate
Translate findings into imperatives, horizons and a recommendation for further discovery.
IndependentNot constrained by named technology alliances.
DirectionalSpecific enough to guide; broad enough to travel.
ProprietaryFrameworks developed within the Marksands ecosystem.
Executive-readyDesigned for immediate use above a suitably bold subtitle.
Benchmark your enterprise momentum.
Translate the Institute's five dimensions into a personalised score and maturity position.