Services
Redesigning who decides what, so structure stops working against the strategy.
Overview
Most operating model programmes start with the org chart and work outward — new boxes, new reporting lines, a new name for the same underlying pattern of who actually gets consulted. We start with decision-mapping: tracing how specific choices actually got made over the last twelve months, independent of what the chart says should have happened.
That sequence matters. Structure that's redesigned before decision rights are resolved tends to reproduce the old pattern under a new label within eighteen months — which is the single most common reason operating model transformations fail to stick.
Map who actually decides today, not who the org chart says should.
Redesign reporting lines only after decision rights are resolved, not before.
Rebuild workflows around the new decision rights, not the old ones.
Choose systems that support the target decision model, not the legacy one.
Install the committees and escalation paths that keep the new model from drifting back.
Representative work
Practice team
Head of Operating Model Transformation
Senior Consultant
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