Service 02 · Operating models

Give the function a clear way to work.

The remit has grown. People have moved. Priorities compete. Too many decisions still depend on you knowing who needs to do what.

The approach

Connect the parts of the function.

We look at what the business needs, how you measure contribution, where the team spends its time, who decides and how the work moves. The aim is a practical connection between these parts.

Your team works through real decisions as we develop the model. Responsibilities, handovers and meeting rhythms need to make sense in the work people actually do.

Outputs

What we can build together.

Agreed priorities
The outcomes that matter, the trade-offs and the work the team can stop.
Clear responsibilities and decisions
Who owns the work, who decides, when to involve others and how work passes between teams.
A practical implementation plan
The first changes, named owners and a way to check whether the new approach is working.

In practice · Case study