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Services / Operating Model Redesign
Consulting and Strategy
How the enterprise
is meant to run
We design the target operating model that turns a strategy into a way of working, and the transition that gets you there without losing the business along the way.
Service Outline
What this service delivers
An operating model is the bridge between strategy and delivery. We design how the enterprise should be structured, how work should flow, and how technology, data, and governance should support it, so the strategy the board set can actually be run. Our designs cover the full canon: value streams and processes, organisation and capability, sourcing, locations, technology, data, and decision rights, with the economics modelled and tested. And we do not stop at the diagram. We plan and govern the transition, sequence the change to protect the business along the way, and measure the model against the value it was meant to create. A target operating model that never lands is just a poster.
The Precision Approach
How we run this work
Design from strategy and value.
The model is derived from the outcomes the board has committed to, tested against value streams end to end, and traceable back to the strategy at every layer.
Cover the whole model.
Process, people, technology, data, sourcing, governance, and location decisions are designed together, because a model with a missing layer fails at the seams.
Prove the economics.
Cost-to-serve, headcount, and benefit movements are modelled for each option before the executive chooses, so the decision is made with the price tag visible.
Design with the people who run it.
Leaders and operators co-design the detail, which is how the model earns legitimacy before day one.
Bridge to execution.
Transition states, sequencing, workforce planning, and consultation obligations are planned and governed to the target state.
Model with modern tools.
Simulation, data analysis, and AI-assisted process mining put evidence under design choices that used to run on anecdote.
How We Can Help
Structured by discipline. Shaped to your programme.
These are representative artefacts from our delivery playbooks, tailored, added to, or trimmed to fit each client’s governance model and what the programme actually needs.
See the model as it is 3 shown
- Current-state operating model assessment with evidence-based pain point map
- Process and value-stream baseline, using process mining where data allows
- Capability model and skills gap assessment (SFIA-informed for technology roles)
Design the whole target 8 shown
- Design principles and target-state design criteria endorsed by the executive
- Target operating model blueprint across all layers: process, organisation, people and capability, technology, data, sourcing, governance, location
- Value stream maps for the critical end-to-end flows, current and future
- Organisation design: structure options, spans and layers analysis, role design
- Decision rights and accountability matrix (RACI/RAPID) for the target model
- Governance model: forums, delegations, and performance management design
- Sourcing and partner model: what is kept, bought, shared, or automated
- Service catalogue and internal service standards for shared functions
Prove the economics 3 shown
- Cost-to-serve model comparing current and target states by option
- Benefits case with owners, baselines, and realisation timeline
- Operating model performance scorecard and health metrics
Bridge to execution 5 shown
- Workforce transition model: mapping, consultation inputs, and timing
- Transition roadmap with interim states, sequencing, and decision gates
- Change impact assessment by function, role, and site
- Technology and data implications brief for the architecture roadmap
- Risk assessment of the transition, including continuity of service
Land it and prove it 2 shown
- Leadership alignment and co-design workshop series with decision records
- Post-transition review at 90 and 180 days against the benefits case
This is a representative set. If what you need is missing here, ask us.
The Precision Difference
Why boards choose us for this work
The whole model, designed together
Process, people, technology, data, sourcing, governance, and location decisions are designed as one, because a model with a missing layer fails at the seams. Every layer traces back to the strategy the board set.
Economics before the decision
Cost-to-serve, headcount, and benefit movements are modelled for each option before the executive chooses. The decision is made with the price tag visible, and the model is measured against it at 90 and 180 days.
Built to leave the poster behind
We plan and govern the transition, sequence the change to protect the business along the way, and co-design the detail with the leaders and operators who will run it. A target operating model that never lands is just a poster.
Senior only. Fiercely independent. 94.3 per cent on-budget across AU$2.3 billion governed since 1996.
What we do
Operating Model Redesign
An operating model turns strategy into a way of working. We design how the enterprise should be structured, how work should flow, and how technology should support it, so that the strategy the board set can actually be run.
We do not stop at the design. We plan and govern the transition, because a target operating model that never lands is just a poster.
Target operating model design
Structure, process, capability, and technology aligned to strategy.
Process and value-stream design
How work should flow, end to end, to deliver the outcome.
Organisation design
The structure and roles that make the model work in practice.
Transition planning
A credible path from where you are to where the model needs you to be.
Benefits and cost modelling
The economics that justify the change and track its delivery.
Impact and Outcomes
Spotlighting some of our Operating Model Redesign impact
Ready to Engage?
Talk to us about
Operating Model Redesign
Initial conversations are confidential and without obligation.
If the operating model you have is fighting the strategy the board has set, this is the conversation to have before you redraw the organisation chart.