Outcomes and services
What the organisation must deliver, for whom and where the present model gets in the way.
Target operating model design
Design the organisation people can actually run.
Turn strategic intent into clear choices about capabilities, accountability, structure, governance and ways of working—then build a credible route from today's organisation to the future one.
Discuss your operating modelExecutive diagnosisOptions and decisionsDetailed designMobilisation and transition
When this work helps
When the structure is not the whole problem.
- The strategy has changed, but the organisation still works around yesterday's priorities.
- Accountabilities overlap, decisions travel too far and important capabilities lack clear ownership.
- Central and local teams duplicate work—or disagree about where it should sit.
- A proposed model looks coherent on paper, but leaders are not confident it can be mobilised safely.
What gets designed
A working system, not an organisation chart.
A useful target operating model explains how the organisation will deliver its outcomes. Structure is one choice within that system—not the starting point and not the finished product.
Capabilities and work
The capabilities, processes, roles, skills, data and technology required to deliver consistently.
Accountability and decisions
Who owns outcomes and capabilities, which decisions sit where and how competing priorities are resolved.
Structure and deployment
How teams are organised and how scarce expertise moves to the work that matters most.
Governance and measures
The forums, information and measures leaders need to steer performance without adding bureaucracy.
Transition and adoption
What changes first, what stops, who owns the transition and how the new model is tested in practice.
How I work
Choices made with people, evidence and implementation in view.
The work is shaped around the decision the organisation needs to make—not a fixed methodology or an abstract future-state exercise.
- 01
Diagnose the real constraint
Connect strategy, service evidence and lived experience to identify what the current model enables, where it frustrates delivery and what is worth preserving.
- 02
Make the choices visible
Develop credible options and expose the trade-offs between consistency, local responsiveness, cost, capability, resilience and pace.
- 03
Design to decision-ready detail
Translate the preferred direction into capabilities, accountabilities, governance, interfaces, roles and measures leaders can test against real scenarios.
- 04
Mobilise the transition
Sequence the change, name what must stop, build ownership and give one senior leader clear accountability for making the model work through transition.
Typical outputs
Enough detail to decide—and to act.
- Current-state diagnostic and a clear case for change
- Design principles, operating-model options and explicit trade-offs
- Future capabilities, accountability, governance and decision rights
- Organisation and service interfaces, with central and local boundaries made clear
- Workforce, leadership, data, technology and automation implications
- Mobilisation roadmap, transition ownership and measures of success
Relevant experience
Regulation · Enterprise operating model · 1,400+ people
From directorate silos to a profession-led model.
Advised the executive team and designed an organisation-wide model for clearer capability ownership and more flexible deployment of specialist expertise, supported by a practical transition roadmap.
Read the case studyAuthoritative context
Designed for the realities of public-service transformation.
Current UK government guidance treats transformation as a connected question of purpose, people, design and delivery—not a structural exercise. It also emphasises whole-service outcomes, digital leadership and an operating model that can evolve as teams learn.
Start with a straightforward conversation
Tell me where it's stuck.
Share what you are trying to change, where progress is getting stuck and any important timescale. I'll tell you honestly whether I can help.
Start the conversation