Capability 02
Operating Model & Organization
Align structure, accountability, processes, and capabilities around the outcomes the institution must deliver.
Request a proposalOur perspective
Boxes and reporting lines are the final expression of an operating model—not the starting point. We begin with outcomes, decisions, work, and interfaces, then shape the organization around them.
We design operating models that make decision rights explicit, reduce friction across boundaries, and connect organization design to the strategy it must enable.
We tailor the scope, method, and team to the leadership question and the institution's context. The work is designed to create a decision-ready answer and a practical path forward.
Questions we help answer
Begin with the decisions that matter.
A strong mandate is framed around a consequential question—not a predetermined deliverable.
Which capabilities must sit close to the center, and which should be distributed?
What interfaces must work differently to deliver the strategy?
How we work
A clear path from evidence to action.
The exact method adapts to the mandate. These three disciplines keep the work focused on decisions and execution.
Diagnose the work
Trace decisions, accountabilities, and critical workflows across organizational boundaries.
Set design principles
Agree the few principles that will guide trade-offs and keep the model coherent.
Mobilize the transition
Define structures, roles, capabilities, and a sequenced transition plan.
Representative scope
Where we can support
- Target operating model
- Organization design
- Decision rights and role clarity
- Capability and workforce planning
Related capabilities
Complex agendas work as a system.
A connected mandate