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OPERATING MODEL DESIGN

Design how your organisation
turns strategy into work.

Connect the choices about teams, accountability, decisions and delivery around the value your organisation needs to create.

Explore the connected choices

WHEN THIS IS THE RIGHT WORK

When the way you are organised
holds the strategy back.

Teams can be working hard while accountability, decisions and handoffs keep pulling in different directions.

Operating model design helps when the challenge reaches across team boundaries, services, capabilities or governance. We examine how those choices work together, rather than treating the organisation chart as the whole answer.

Explore the signs of a fragmented system

HOW WE HELP

From a clear problem
to a workable model.

Three connected stages. The scope follows the change your organisation needs.

01

Understand what needs to change

Start with the strategy, the value you need to create and the friction getting in the way. Agree the problem, boundaries and evidence before deciding what to redesign.

WHAT YOU LEAVE WITH

A shared brief: what needs to change, why it matters and what a better model must make possible.

  • Strategic direction and intended outcomes
  • Evidence from decisions, work and interfaces
  • Design principles, boundaries and unresolved questions
02

Shape how the organisation works

Explore how teams, accountabilities, decisions and connections could work together. Compare options against the brief and make the trade-offs explicit.

WHAT YOU LEAVE WITH

A chosen direction: how the organisation will organise, connect and make decisions.

  • Options for teams, roles and accountability
  • Interfaces, governance and decision authority
  • Leadership choices and the reasons behind them
03

Make the model workable

Turn the chosen direction into practical responsibilities, working relationships and capabilities. Test how it handles real situations and prepare the transition.

WHAT YOU LEAVE WITH

A practical design: clear responsibilities, tested connections and a transition path.

  • Team purposes, responsibilities and handoffs
  • Skills, capacity, information and technology
  • Scenario testing, impacts and transition actions

DESIGN INTO PRACTICE

A model has to work
beyond the design room.

A workable design gives people a clear starting point. Putting it into everyday work needs deliberate support, ownership and learning.

Implementation and ongoing support are scoped separately. Leadership Launch and First-Cycle Embed can help leaders introduce the change, work through the first cycle and adapt from evidence.

Explore embedding support

PART OF THE EXECUTION SYSTEM

Choose the right
depth of change.

Where the problem is primarily in planning, coordination, review routines or follow-through, Execution System Redesign may be the more focused intervention.

Where it also requires choices about how the organisation is configured, its accountabilities and its capabilities, Operating Model Design makes those choices explicit.

See how this connects to strategy execution

Start somewhere useful

What does your strategy need your organisation to do differently?

Talk through the context, the friction and the choices ahead. We can help establish the right starting point.

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