Problem
01
We built the capability but no one owns it.
02
Decisions take too long and no one knows who decides.
03
Our teams are organised around old technology.
Outcomes
- Clear ownership and decision rights
- Teams aligned to the work
- A model that can scale
Scope
In scope
- Operating-model design
- Roles and responsibilities
- Transition planning
Not included
- Recruitment and HR process
- The technology build itself
Approach
Discovery
We agree the decision you are making, the constraints and how success will be judged.
Delivery planning
We shape options, sequence the work and set out costs and risks.
Build and test
We produce the artefacts and pressure-test them with the people who will own them.
Operational readiness, hypercare and closure
We hand over, support the first weeks of use, and confirm the outcome before we close.
Deliverables
Operating-model designRACI and decision rightsTransition plan
Technologies
Service management and product operating-model patternsMapping tools
Controls
Every role has a written purpose and set of responsibilities. Every key decision has one accountable owner. Transition steps check that live services are unaffected. Affected staff are involved in testing the design.
Frequently Asked Questions
Is this an HR project?
No. It is about how technology work gets owned, decided and run, and it dovetails with your people processes.
Can you help us transition to it?
Yes, with a staged transition plan and support through the change.
Ready to scope this?
Tell us what you are standing up and we will help you design the team to run it.