Operating Model 21™ redesigns how the organisation actually works: decisions, capabilities, structures, workflows, information, people, technology, AI and performance are treated as one operating system.
Who it is for
- Organisations undergoing structural, digital or AI-enabled transformation
- Leadership teams with duplicated accountability or unclear decision rights
- Businesses scaling faster than their processes and controls
- Functions where technology has automated old processes rather than redesigned them
- Organisations preparing for shared services, new service models or major restructuring
Typical trigger problems
- Multiple teams own the same outcome
- Decisions escalate unnecessarily
- Processes cross too many hand-offs
- AI and automation are being added without redesigning work
- The organisation chart no longer reflects how value is created
Methodology
Frame
Define target outcomes, customer value, constraints and design principles.
Map
Document current capabilities, decisions, workflows, roles, information and technology dependencies.
Diagnose
Identify duplication, bottlenecks, capability gaps and misaligned decision rights.
Design
Create the target operating model across eight integrated design lenses.
Test
Validate the model against real scenarios, workloads, risks and stakeholder needs.
Transition
Define interim states, implementation sequence, role impacts and change requirements.
Design lenses
- Purpose, outcomes and customer value
- Capabilities and accountabilities
- Decision rights and governance
- Processes and workflow
- People, roles and skills
- Data, knowledge and information
- Technology, AI and automation
- Performance, controls and continuous improvement
Deliverables
- Current-state operating model and friction map
- Target Operating Model blueprint
- Decision-rights and accountability model
- Capability map
- Role and organisational implications
- Future-state workflow design
- Human/AI work allocation principles
- Technology and information requirements
- Transition roadmap and implementation priorities
Engagement options
Function/service
Focused Operating Model
Redesign one function, service line or cross-functional process.
- Focused workshops
- Target model
- Transition plan
Organisation-wide
Enterprise Operating Model
Whole-of-organisation operating-model transformation.
- Enterprise capability model
- Decision architecture
- Organisation implications
- Implementation roadmap
AI transformation
AI-Enabled Operating Model
Redesign work around people, AI, automation and governed decision support.
- Use-case integration
- Human oversight design
- Knowledge/workflow redesign
- AI governance overlay
Typical timing
Focused work commonly runs 4–8 weeks. Enterprise operating-model programs are typically staged over 8–16+ weeks depending on complexity.
What is not included
- Industrial relations or legal advice unless separately engaged through appropriate advisers
- Detailed position descriptions for every role unless scoped
- Technology implementation unless added
- Change execution beyond the agreed transition design unless included
Success measures
- Faster and clearer decisions
- Reduced duplication and hand-offs
- Clear ownership of capabilities and outcomes
- Better alignment between work, technology and AI
- A practical transition path rather than a theoretical organisation chart
FAQs
Is this just organisation design?
No. Structure is only one component. Operating Model 21 covers decisions, capabilities, workflow, information, technology, AI and performance as well.
Can it be used without restructuring?
Yes. Many engagements improve accountabilities, workflow and decision rights without materially changing reporting lines.
Can this follow the Intelligence Audit?
Yes. The Audit often identifies where Operating Model 21 will create the most value.