Work aimed at a specific operating question.

Operating Model Redesign

We redraw the operating model so leadership, teams, and support functions know who decides, who delivers, and how work is handed over.

Who it suits. Leadership teams that have grown, merged, or added new products and now feel the organisation working against itself.

Purpose

Clarify how decisions, roles, and work actually move through the organisation.

Scope

• Decision rights and management forums
• Role clarity across functions and regions
• Interfaces between business, finance, and operations
• A practical target operating picture, not a slide-only org chart

Process

1. Map the current operating picture with the people who run it
2. Name the decisions and handovers that create delay or rework
3. Design a target model the leadership team can actually use
4. Sequence the first changes so daily work does not stall

Deliverables

• Current-state operating map
• Target operating model and decision matrix
• Role and forum changes for the first 90 days
• Leadership briefing pack

Strategy-to-Execution Alignment

We connect priorities, resources, and management rhythm so the plan discussed in the boardroom is the plan teams execute.

Who it suits. Companies with a strategy on paper whose teams are still busy with last year’s projects.

Purpose

Turn a stated strategy into a small set of choices the organisation can run.

Scope

• Priority stack and trade-offs
• Owner, milestone, and resource view for each priority
• Management rhythm: what is reviewed, by whom, and how often
• Early warning signals when execution drifts

Process

1. Restate the strategy in operating language
2. Test it against capacity, constraints, and current projects
3. Build a one-page execution frame with named owners
4. Install a review cadence the team will keep after we leave

Deliverables

• Priority and trade-off note
• Execution frame with owners and milestones
• Review agenda and decision log template
• First-cycle facilitation with the leadership team

Process and Performance Transformation

We work on end-to-end flows — from customer request to cash, or from plan to delivery — and the measures that show whether they improved.

Who it suits. Operations, finance, and commercial leaders who need a process to be faster or cleaner without a multi-year systems programme.

Purpose

Redesign the few processes that determine cost, speed, and reliability.

Scope

• One to three end-to-end processes, agreed up front
• Handoffs, controls, and avoidable rework
• Performance measures tied to the process, not vanity dashboards
• A short implementation backlog the internal team can own

Process

1. Walk the process with operators, not only managers
2. Separate necessary control from accumulated habit
3. Redesign the flow and the measure set together
4. Pilot the new flow before asking the whole company to switch

Deliverables

• Process baseline and pain points
• Redesigned flow and control points
• Measure definitions and a simple tracking view
• Pilot plan and handover notes

Change and Adoption

We plan the practical side of change: who is affected, what they need to do differently, and how managers support that shift.

Who it suits. Organisations about to introduce a new operating rhythm, process, or system and who want people to use it.

Purpose

Help people use a new way of working after the design is agreed.

Scope

• Stakeholder and impact map
• Manager briefings and team conversations
• Capability gaps that would block adoption
• A communication sequence written in plain language

Process

1. Identify who must change behaviour, not only who must be informed
2. Prepare managers before wider communication
3. Run short working sessions instead of one-off announcements
4. Watch adoption signals and adjust the support

Deliverables

• Impact and stakeholder map
• Manager toolkit and talking points
• Adoption calendar
• Thirty-day adoption review

Leadership Operating Rhythm

We design the meetings, information, and decision habits that keep transformation from depending on a single sponsor’s calendar.

Who it suits. Executive teams that meet often and still leave without decisions, owners, or a shared picture of progress.

Purpose

Give the leadership team a stable way to steer the business week by week.

Scope

• Forum design: purpose, inputs, decisions, attendees
• Information the forums actually need
• Escalation path when a decision is stuck
• A ninety-day rhythm the team rehearses with us

Process

1. Observe how decisions are made today
2. Remove forums that only report status
3. Design a lighter rhythm with clear decision rights
4. Sit with the team for the first cycles and then step back

Deliverables

• Forum map and charters
• Decision and action log
• Information checklist for each forum
• Facilitated first cycles