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Business & Management Advisory

Operating Model Design

Structure, roles, decision rights and the reporting lines that make them stick.

Overview

Reorganisations usually move boxes on a chart without changing who actually decides anything, which is why the same bottlenecks reappear within a year.

We design around decision rights first: who decides, who is consulted, and what happens when they disagree. Structure follows from that.

What is included

  • Current-state structure and decision-rights mapping
  • Target operating model design
  • Role definition and accountability matrices
  • Span of control and layer analysis
  • Governance forums and meeting architecture
  • Performance measures aligned to accountabilities
  • Transition planning and change communications
  • Post-implementation review

How we run it

  1. 01

    Scope

    Map how decisions are really made today, not how the chart says they are.

  2. 02

    Build

    Design the target model, decision rights and governance forums.

  3. 03

    Launch

    Transition in stages with communications planned alongside.

  4. 04

    Measure

    Review after two quarters and correct what did not hold.

Questions

Before you enquire

Does this mean redundancies?
Not necessarily, and we do not assume it. Where roles genuinely change we say so early rather than let it emerge.
How do you avoid the old bottlenecks returning?
By fixing decision rights explicitly and putting them in writing, then reviewing against them after two quarters.
Will you work with our HR team?
Yes, and we prefer to. They own the process long after we leave.

Often bought together

Next step

Need operating model design?

Tell us what you are trying to achieve and by when. We will come back with scope, price and an honest view on fit.