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Operating Model Outline

What work needs to be done?

Identify existing and new capabilities to align with the strategic ambition covering the whole organisation (front, mid & back office and all product lines), addressing the needs and wants of all stakeholder groups.

Capabilities are the building blocks of the organisation, used to determine skill set, talent recruitment, set performance metrics, build teams and identify partnership opportunities.

Work desk
Operating Model Outline: Projects

Where does the work get done?

Several capabilities will already exist, some fit for purpose, others requiring development, while some may not exist at all. There are 4 options to address any capability gaps; develop, acquire, partner and outsource.  When deciding on which options to follow consideration is required as to speed, control, specificity, competitive advantage and operational leverage.  Working with you to identify the optimal route for your organisation.

Giving a Presentation
Operating Model Outline: Projects

Who does the work?

Simply put, this step involves allocating the activities to the most efficient parts of the organisation for the capability. 
Consideration is required as to the type of value the capability provides (demand-creation or demand-fulfilment) and the relationship to the business (limited or significant).

People Working in Open Office
Operating Model Outline: Projects

How do you get better outcomes?

Operating models need to evolve to reflect feedback (employee and customer), the continually changing competitive landscape and business process effectiveness. 

Aligning people, process and technology to deliver value using best-in-class tools to drive simplicity, clarity and speed in execution.  

  • Leverage data to make informed decisions across the organisation.  Utilise Lean, Six-sigma and other continuous improvement tools. Socialise organisational priorities, keep employees engaged and solicit feedback.

  • Focus on value-generating activities with transparent prioritisation - clear ownership of activities, outcomes and deadlines.  

  • Empower teams and individuals clarifying decision rights.  Enable a learn fast and learn often approach. Celebrate wins to build engagement and momentum. Align incentives with expected behaviours. 

Operating Model Outline: Projects
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