Build an organisation that works as well as its strategy.
When growth, change or complexity exposes the limits of your current ways of working, a clearer operating model connects ambition to everyday delivery.
What this helps you solve
An operating model describes how an organisation delivers its purpose: the work it does, who owns it, the systems that enable it and the information it needs. A target operating model sets out how those elements should work together in the future.
- Important decisions keep returning to the same few people.
- Teams optimise their own work while hand-offs break down.
- Responsibilities are understood differently across the organisation.
- New systems have arrived, but old workarounds remain.
What we examine
Processes
How work flows across teams, where delays occur and what creates value.
Organisation
Roles, capabilities, accountabilities and decision rights.
Tooling
Whether systems support the work and how they connect.
Information
The data and insight people need to act with confidence.
From understanding to action
Understand the current reality
Review evidence and work with the people doing the work. Identify friction, constraints and strengths worth keeping.
Design the future model
Agree design principles, explore options and define how processes, responsibilities, tools and information fit together.
Make the transition practical
Set out priorities, dependencies, ownership and a sequenced route from the current model to the future state.
What you receive
The precise scope and deliverables are agreed around your organisation, evidence and decision needs.
- An evidence-led current-state assessment
- A practical target operating model and design rationale
- Clearer roles, accountabilities and decision rights
- A prioritised transition roadmap
What the work should enable
The work should enable clearer ownership, better coordination and a more realistic path to change. The design is tested against how the organisation will actually operate, rather than the neatness of a diagram.
An operating model for growth
Supporting Draw & Code to review its operating model, improve organisational clarity and create stronger foundations for future growth.
Read the case study ↗Questions before you begin
Is this just organisation design?
No. Structure and roles matter, but changing an organisation chart alone will not fix broken processes, unsuitable tooling or missing information. POTI keeps those relationships in view.
Do we need a complete redesign?
Not necessarily. Discovery may identify a small number of focused changes. The scope should reflect the problem and the decisions you need to make.
Can this support a growing business?
Yes. The same questions apply to a founder-led business and a complex organisation; the depth of analysis and documentation should be proportionate.