Structure, accountabilities, decision rights, performance rhythm, KPI and management reporting, process design, technology enablement, management visibility and cost-to-run.
The situation it addresses
Complexity is rising faster than the reporting, decision rights and cadence meant to control it. The organisation chart says one thing; the way decisions actually get made says another. Costs added one reasonable hire at a time now add up to a cost-to-run out of step with the size of the business.
What we examine
- Structure and accountabilities — whether the organisation fits the business it has become
- Decision rights — who decides what, with what money, on what evidence
- Performance rhythm — the weekly and monthly cadence that holds standards in place
- KPI and management reporting — whether management can see the business clearly enough to run it
- Process design — how work actually moves, against how it is supposed to
- Technology enablement — where systems help, where they hide problems, and what visibility is missing
- Cost-to-run — what the operating model costs against what the business can carry
Typical mandate outputs
- Operating model and governance review — how the business actually runs, evidenced.
- Target structure and decision rights — the organisation and authority design the strategy needs.
- Performance cadence design — the meeting rhythm, reporting pack and KPI set that keep it honest.
A target operating model that stays on paper is a diagram, not a design. Where the cost of the current model is the issue, the economics are examined in the Cash & Margin Review; where a systems investment is proposed as the answer, it is tested first as Technology and Operating-Model Investment.