The strategy is clear.
The operating model has not kept up.
The organisation has changed.
Growth. Complexity. New demands.
But how it operates has not kept pace.
Decisions slow down.
Processes stretch.
Performance becomes inconsistent.
Growth has outpaced how the organisation operates.
Growth has created complexity. What worked before no longer scales.
Decisions take longer. Ownership is unclear. Escalation is constant.
Processes do not join up. Functions optimise locally, not end to end.
Performance is inconsistent. Some areas perform well. Others do not.
The organisation is compensating. Workarounds are becoming the model.
Operating models are treated as structure.
Roles. Reporting lines. Process maps.
Structure does not determine how the organisation operates.
Capability does.
Decision rights. Accountability. Behaviour. Execution discipline.
When these are not aligned, the model looks right.
But it does not work.
The cost of misalignment compounds.
Performance does not scale with growth. More effort. Less output.
Decisions slow down. Or happen in the wrong place.
Friction increases between teams, functions, and priorities.
Cost rises through duplication, delay, and rework.
Accountability gaps become control gaps.
Compliance exposure builds before anyone names it.
Four capability gaps.
One discipline that determines whether the model holds.
Decision rights are unclear. Escalation replaces ownership. The wrong decisions are made at the wrong level.
Processes sit within functions. End to end performance is not managed. Handoffs fail between teams.
Roles exist. Ownership does not. Work falls between boundaries. Nobody is accountable for the outcome.
The model changes. Behaviour does not. People revert. The new structure operates like the old one.
Even when decisions, accountability, process alignment and behaviour are addressed, consistency is not guaranteed. Standards set in design can still drift in practice. This is where performance is most often lost after a redesign.
Start with a Reality Check
Before redesigning the model, establish what is actually happening. Operating model redesign fails when capability is assumed. The Reality Check removes that assumption.
€30k to €95k · 3 to 5 weeks · Senior team only
You see the findings before committing to redesign.
Most operating model redesigns fail because they address structure without addressing capability. The Reality Check establishes both before any commitment is made.
Then a decision
You decide what happens next. Nothing is committed to delivery before the leadership decision.
Performance-Led Operating Model Redesign
Decision rights defined. Accountability embedded. Processes aligned. Behaviour changed. Performance sustained.
€50k to €170k · 6 to 16 weeks · Only after the leadership decision
Operating model redesign fails when it addresses structure without addressing how the organisation actually behaves. Strategy, operations, and adoption must be addressed together. Separating them produces a model that looks right on paper but does not hold in practice.
Get a Reality Check
30-minute conversation. No pitch.
We will tell you what we think is happening and whether the organisation can operate at the level the strategy requires.
Even if you are not yet clear how to define it.