A disciplined way to see the business as an enterprise—not a collection of tasks.
The Enterprise Readiness Operating ModelTM (EROM) is Corvata’s framework for evaluating, discussing, and strengthening a business through an external-stakeholder lens.
It is the structure that connects assessment to advisory, insight to action, and decisions to long-term enterprise value.
Why an Operating Model Matters
Most organizations manage work. Few manage readiness.
Without a shared operating model, businesses default to:
- siloed decision-making
- reactive prioritization
- compliance treated as a series of tasks
- improvement efforts disconnected from value
The result is activity without coherence—and risk that remains hidden until tested.
The Enterprise Readiness Operating ModelTM exists to solve that problem.
What the Model Is Designed to Do
The EROM is designed to help leadership teams:
- see how risk concentrates across the enterprise
- understand how decisions interact and compound
- prioritize initiatives based on impact, not urgency
- reinforce judgment rather than create dependency
It provides a common language for discussing readiness across finance, compliance, operations, governance, people, and systems.
The External-Stakeholder Lens
The model evaluates the business the way external parties do—not the way it feels internally.
This includes how a buyer, lender, regulator, auditor, or successor would assess:
- clarity of ownership and authority
- credibility of financial information
- sustainability of operations
- reliance on key individuals
- defensibility of compliance posture
This perspective often differs sharply from internal assumptions.
Readiness as a Discipline
Within the model, readiness is treated as a discipline—not a project.
That means:
- it is practiced continuously
- it informs everyday decisions
- it improves through reflection and correction
- it compounds over time
The model does not aim for perfection. It aims for durability, defensibility, and transferability.
The Six Readiness Disciplines
The Enterprise Readiness Operating Model evaluates organizations across six core disciplines. Together, they describe how a business actually functions under scrutiny.
These disciplines are not departments or initiatives. They are signals an external party uses—consciously or not—to assess durability, risk, and transferability.
Policies
Are expectations, rules, and decisions clearly defined—or implied and inconsistent?
Cadence
Do review, decision, and oversight rhythms exist—or only reactions to issues?
Accountability
Is ownership of decisions and outcomes clear—or diffused and informal?
Evidence
Can the organization substantiate claims with documentation and data—or rely on explanations?
Currency
Are materials, assumptions, and structures current—or outdated but tolerated?
Execution
Are decisions carried through consistently—or stalled, overridden, or selectively applied?
Why These Disciplines Matter
Weakness in any single discipline increases enterprise risk. Weakness across several compounds it.
The model does not seek perfection in each area. It seeks alignment—so the business behaves predictably under pressure and scrutiny.
How the Model Is Used
The Enterprise Readiness Operating Model is not a document you “implement.” It is a lens applied consistently.
It is used to:
- structure the Enterprise Readiness Assessment
- guide executive advisory conversations
- pressure-test assumptions and decisions
- sequence initiatives logically
- evaluate trade-offs between speed, cost, and risk
The same model applies whether the organization is preparing for growth, transition, or simply trying to reduce fragility.
What the Model Does Not Do
To be clear, the EROM does not:
- prescribe tools or software
- replace management judgment
- act as a checklist or maturity scorecard
- guarantee a transaction outcome
It supports better decisions. It does not make them for you.
Why Corvata Leads With This Model
The operating model is what allows Corvata to remain independent, consistent, and objective.
Rather than reacting to symptoms, the model helps identify:
- root causes
- interaction effects across disciplines
- false signals created by growth or short-term success
This keeps advisory work focused on what truly matters to enterprise value and resilience.
Clarity is not accidental.