Operating model and organisation design
To effectively design your operating model or organisation (i.e. future ways of working), you need to align your people and structure to the value in your organisation. Our approach isn’t science – it’s structured and disciplined, underpinned by key concepts, and guided by your business’ vision and strategy.
We’ve built a rigorous way to help organisations improve performance, reduce costs, increase collaboration and better address their market. By putting the customer and strategy at the heart of the process, we ensure strategic initiatives and ways of working are aligned to commercial outcomes and tangible measures of success.
Our approach to operating model and organisation design is focused on articulating the responsibilities across your functions and how you plan to interact as an organisation to deliver an outstanding client experience.
Want to know more about our approach to operating model and organisation design and how we can help?
How we can help you succeed
Successful and efficient formation of new teams or functions
Identifying efficiencies or more effective future ways of working
Integration of businesses or functions
Help new leaders to re-shape a business in support of new strategy/direction.
Our approach to operating model and organisation design
While there’s no one size fits all approach designing your operating model or organisation, our approach would typically see us work through the following steps with you.
1. Agree design principles that reflect your vision
Create prescriptive design principles that reflect the type of organisation you want to be in the future, and use them to guide upcoming work.
2. Define what you do to create value
Ensure your business has a clear picture of what it does and how it creates value. Making sure everyone is clear on this will ensure your future ways of working deliver the results you want.
3. Clarify roles, responsibilities and dependencies
Use the ‘RACI’ framework to map the involvement of different roles in your business to how it creates value. We do this in a collaborative way with people across the business, ensuring credibility and buy in of the outcome.
4. Define effective interactions and governance
Work with the team to agree on how relationships and dependencies across the business will be managed and monitored.
5. Translate ‘operating model’ into an org’s structure
Translate your future ways of working into a structure that brings your new business model to life. In doing this, we take note of future capability, capacity, contribution and configuration.
Key concepts
Our operating model and organisation design work focuses on a few key concepts. Here’s an overview of them.
Value Chain
The Value Chain represents the activities that an organisation performs in order to deliver their purpose (i.e. a valuable product or service). Each link in the Value Chain adds a component of value that is required to progress.
Operating Model
The Operating Model is the chosen way an organisation wants to operate to deliver the Value Chain. Generally, it is a visual representation that encompasses the strategy, strengths, environment and priorities of your organisation.
Functional Model
The Functional Model represents the logical split of the Operating Model into initial organisational groupings. As a precursor to the Organisation Structure, it translates the sets of responsibilities within the Value Chain into buckets.
Organisation Structure
The Organisation Structure is your operational agreement that represents the departments, teams and roles required to deliver your Operating Model. The final product will reflect many factors, including the capability, capacity, contribution and other configuration elements prevalent in your organisation.
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