About Us

Business Engine Partners is founded on the belief that there is a better way for organizations to operate in the 21st century.

Marcus Durant

John Parolisi

Founding Partner

Executive Director at Streamsolution AS. Previously Global Operating Model Executive at Schlumberger with 30 years of operations leadership experience.

Founding Partner

Previously Chief Strategy Officer of Balfour Beatty with 30 years of business model design, growth, and innovation experience in various industries and at McKinsey & Company.

Jeff McKay

Founding Partner

Currently chief Strategist at The Providence Group. Previously Katerra Operating Model Lead with 20 years of process design and program management experience across numerous industries and at Stanford University.

David Mace Roberts

Partner

Chief Legal and Compliance Officer at Patient Voice AI. Previously senior executive with global technology, software, AI and telecoms organizations including Samsung, Elbit Systems, Efficient Networks, Xtera......

Organizational complexity in response to an increasingly complex world results in fractured and unwieldy organizations unable to deliver or adapt.

Technology innovation has accelerated since the digital revolution.
New, increasingly sophisticated, powerful, and expansive business models have been enabled.
Incumbent players are challenged to quickly evolve or lose competitiveness.
Speed of technology advancement and complexity have made integration difficult.
Many other external factors (geopolitics, pandemics, consumer preferences) are driving more change.
These macro factors result in increasing complexity which embed inefficiency and constrain growth.

The Traditional Approach to dealing with complexity will fail

Traditional approach is to create more organizational units to spread accountability and responsibilities.
Employees lose a bigger picture/end to end view of the business and their role within it.
Focused responsibilities can create barriers between groups and fragmentation, creating silos.
Changes are made without understanding broader impacts.
Companies are forced to trade off two desirable qualities - structure and agility.
Or businesses can "hard code" every element in the value chain - with limited customization or agility.
- Complexity and accelerating change of current businesses makes this approach far too rigid.
Maintaining an up to date model becomes impossible.
Focusing on agility can limit flow and cohesion.

As seen with these childhood toys, these traditional approaches have significant shortcomings in the face of change. Basically, the accelerating pace of change in the world exposes both these approaches as limiting.