Operating model
When the boxes change and the meetings do not, nothing changes. We redesign who decides what, in which forum, and how work flows between them.
When clients call us
If one of these sounds familiar, this practice is for you.
Decisions take weeks and still get reopened
Roles overlap and nobody owns the result
Work stalls in the hand-offs between teams
The strategy changed, but the organisation did not
What we offer
Three ways into this practice
Organisation design
Structures and spans that match the strategy, not the history. We redraw the organisation around the few things the business must do brilliantly.
Decision rights
Who decides what, in which forum, written down on one page. Fewer meetings, faster calls and no decision that falls between two chairs.
Cost programmes
Overhead taken out without cutting what customers notice. Savings are tracked monthly, so they stay out instead of creeping back.
What you get
What stays with you when we leave
See it in practice
Atlas Health
Forty clinics moved to one way of deciding, and patients waited a third less.
-30%
Patient waiting times
Read the case
Questions, answered
Before we begin
Will this mean a reorganisation?
Not always. Most gains come from decision rights and forums, not new boxes.
How do you avoid disruption?
We change one layer at a time and keep the business running in parallel.
Who on our side needs to be involved?
A sponsor from the executive team and two or three people who know how work really flows. They run the model after we leave.
How do you keep our information confidential?
Every engagement starts with an NDA. Data stays on your systems or in an encrypted workspace, and we never advise a direct competitor at the same time.
How do you measure the result?
We agree two or three numbers before we start, such as margin or cycle time, and report on them during the work and for a year after.
Let’s find the right question first.
Thirty minutes with a partner. No pitch deck, no obligation.