Operating model & organisational design
Designing the operating model: the structure, the accountabilities, and the cost base that sit under the strategy. From a group target operating model to the corporate centre, shared services, and the shape of a sales or service organisation. Done so the model carries the strategy, and so overhead and duplication come out without damaging the front line.
KEY AREAS OF ASSISTANCE
The structure no longer fits the strategy: a reorganisation has happened, but accountabilities still blur, or growth has outrun the model.
Corporate overhead or cost to serve has drifted above peers, and earlier cost programmes did not stick.
Support functions are duplicated across divisions, regions, or business lines, with hand-offs and variation everywhere.
Nobody can see the true cost of a product, channel, or customer, because cost is allocated by proxy rather than by what is consumed.
A merger or carve-out needs a target operating model designed and stood up, for Day 1 and beyond.
The front line is tied up in administration instead of selling or serving.
WORK STAGES
Diagnose the structure. Trace cost, accountability, and activity to where they actually sit: driver-based costing, decision-rights, spans of control and overlap, and cost to serve by product and segment, benchmarked against peers.
Set the design principles. Agree what the model has to deliver: sector-led or functional, what is central and what is devolved, the role the centre should play, and the service levels that matter.
Design the target operating model. The structure, the roles, and accountabilities that hold; shared services and centres of excellence; the interfaces between functions; and the systems that support them.
Size it and cost it. Right-size the functions, model the run-rate cost and the savings pool with project capital separated out, and build the business case.
Plan the transition. Sequence the change, protect business-as-usual, and set the governance and the benefit tracking.
Embed and hand over. Stand the model up with the client's own people, so the capability stays after the advisers leave.