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Target operating model
Target operating model design and capability strategy — the shape the organisation needs, not the org chart it inherited.
Operating Model, Process & Agile Redesign
Agile gave you speed. It did not give you an operating model for agents
Redesign how decisions get made, on what cadence, with what evidence — and increasingly with which non-human contributors in the loop. Target operating model, end-to-end process redesign, product and platform models, and governance that survives contact with a steering committee.
What I redesign
From target model to process to governance that holds
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Governance & decision rights
Governance, decision rights and portfolio steering that survive contact with a real steering committee.
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End-to-end process redesign
Lean, Lean Six Sigma and value-stream mapping — the differentiator versus framework-led consultancies that redesign slides, not processes.
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Product & platform models
Product and platform operating models, and agile at scale where it genuinely applies — not everywhere by default.
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AI-era operating model
Decision velocity, continuous governance, hybrid human–agent teams and outcome-based measurement.
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Organisational design
Roles, responsibilities, matrix and community models, and cross-geography collaboration.
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Delivery assurance & recovery
Assurance, recovery and remediation of underperforming programmes — regaining control when a transformation stalls.
The uncomfortable numbers
Most organisations are redesigning the wrong layer
~9%
Have reached modern models
Only around 9% of organisations have reached agile or product-and-platform operating models; the majority still run industrial-age structures.
Several ×
The value of redesigning end-to-end
Organisations that redesign workflows end-to-end capture several times the AI value of those running isolated pilots.
The pattern
Leaving the foundation in place
The 2026 failure pattern: keeping the existing foundation and assuming it covers the new layer.
Déjà vu
AI is repeating agile's failures
Performing change instead of changing, buying tools before finding problems, celebrating pilots that can't scale, measuring adoption while outcomes stay flat.
Why me for this
I ran the agile transformations that failed this way — which is why I recognise the pattern in AI programmes.
Very few advisors can say it. I lived the previous cycle: the change programmes that performed change instead of changing. That scar tissue is the most useful thing I bring to an AI-era operating-model redesign.
Proof of process depth
Not just governance — measurable process
- The matrix / communities model — retention, solutioning, fulfilment and capacity, working as one.
- A UX/UI Centre of Excellence, built and embedded.
- Lean Six Sigma Black Belt — proof of process depth, not just process vocabulary.
People-centred operating model
Capabilities grow through strong communities
Use communities to connect retention, solutioning, fulfilment and capacity within the transformed organisation — so the operating model is something people run, not a diagram they ignore.
Operating-model redesign, in sequence
From baseline to a model that holds under pressure
Baseline
Facts, constraints and maturity.
Target model
Future capabilities and design.
Process redesign
End-to-end value streams, not slides.
Governance
Decision rights and cadence that hold.
Embed
Roles, communities and measurement.
Governance in the room
Operating models are decided in steering committees, not slideware
Every stage gate plays out as a real conversation with sponsors, delivery leads and business owners — which is why governance design gets as much attention as the target model itself.
An asset of the operating model
The sourcing-mix decision sits inside the operating model
You cannot redesign how decisions get made without deciding who — and where — makes them. So every operating-model engagement carries a sourcing-mix option: onshore, nearshore, offshore or rightshore, and whether a capability is vendor-led or owned. It is not a separate project bolted on afterwards; it is a lever inside the target model.
See the sourcing capability ↓Where sourcing enters the design
- Which capabilities stay in-house, and which move to a centre or vendor
- Location strategy and the onshore / nearshore / offshore / rightshore mix
- Vendor-led vs. owned capability — and the BOT path between them
- How the sourcing model shapes decision rights, governance and cost
Sourcing, RightShoring & GCC
The sourcing question in 2026 is no longer who delivers — it is what you own
Location strategy, sourcing mix and capability-centre design for organisations moving from vendor-led outsourcing toward owned or hybrid capability. Greenfield setup, brownfield assessment, transition and ramp-up — across Europe, North Africa, the Middle East, India and the United States.
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Sourcing strategy & mix
Sourcing strategy and sourcing-mix design across onshore, nearshore, offshore and rightshore.
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Location strategy & site selection
Where to place which capability — and the trade-offs that decision carries for talent, cost and control.
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GCC & capability-centre setup
Global capability centre design, including build–operate–transfer (BOT) structures that de-risk the move to owned.
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Greenfield & brownfield
Greenfield shared-service and delivery-centre creation; brownfield assessment and scale-up or scale-down.
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Multi-sourcing governance
Vendor panel, multi-sourcing governance and ESN / supplier management.
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Pricing & outcome-based contracting
Pricing model design and outcome-based contracting that aligns incentives with results.
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Transition & ramp-up
Transition, knowledge transfer, ramp-up, stabilisation and reversibility.
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Talent & local ecosystems
Hiring protocols, local partner networks and university ecosystems that feed the centre.
Delivery-centre maturity
A controlled journey from capacity to accountable services
Evolve the delivery model without disrupting operations. Each stage increases industrialisation, cross-functional capability, service ownership and commitment to measurable outcomes — the path from staffed capacity to a centre you own.
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People & capacity
Secure critical knowledge, service continuity and individual expertise.
- Client-led priorities and allocation
- Quality and skills commitments
- Baseline volumes, risks and dependencies
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Skills centres
Consolidate capabilities into governed, scalable teams.
- Shared resource and capacity management
- Core-flex and multi-location teams
- Academy, reskilling and knowledge transfer
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Centres of excellence
Industrialise delivery across domains, entities and geographies.
- Engineering standards and reusable assets
- Integrated service catalogue and tooling
- Automation, GenAI and continuous improvement
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Owned capability centre
Operate end-to-end services with clear accountability and outcome-based commitments.
- Business-aligned services and SLAs
- GCC ownership or managed-service models
- Performance, value and innovation governance
ContinuityControlled transition and knowledge protection
ScalabilityFlexible capacity across locations and skills
OwnershipFrom vendor-led capacity to an owned capability
ValueIndustrialisation, automation and measurable gains
Track record
Centres set up, reset and scaled — not just advised on
An anonymised, representative engagement: assessed an existing nearshore setup, reset the rightshore strategy and prepared the organisation for expansion — the difference between a capability on a slide and one that runs.
Europe
Romania / Moldova SSC
Shared-service-centre creation: entity structure, local legal and administrative constraints, and university partnerships that feed the talent pipeline.
India
New Delhi sourcing setup
Sourcing strategy, pricing and hiring protocol with Risic India — the groundwork for a scalable offshore presence.
Reset
Rightshore reset & expansion
Brownfield assessment of an existing nearshore setup, a reset rightshore strategy, and a readiness plan for expansion.
Next step
Ready to redesign the operating model, not just the org chart?
Define the target, redesign the processes end-to-end and build governance that survives the steering committee.