DEsign the organisation your strategy requires
Operating Model and Capability Design
A strategy can be sound while the organisation remains unable to execute it. Roles overlap, important capabilities are underdeveloped, decisions take too long and processes have evolved without a coherent design. Growth or transformation then adds complexity instead of improving performance.
Aurenis works directly with business owners and senior executives to design how the organisation needs to operate. We connect strategy to capabilities, value delivery, roles, governance, processes, information and enabling technology, then develop a practical transition from the current state.
Who this service is for
This service is designed for business owners and senior executives who are:
- Preparing the organisation for growth or entry into new markets
- Restructuring teams, functions or services
- Integrating business units, suppliers or acquired capabilities
- Experiencing duplicated effort, unclear accountability or slow decisions
- Establishing a new enterprise, digital, data or architecture capability
- Moving from an informal model to a scalable way of operating
- Redesigning service delivery around customer or stakeholder outcomes
Questions this service answers
- What capabilities do we need to deliver the strategy?
- Which capabilities are strong, missing, duplicated or underdeveloped?
- How should work and decisions flow across the organisation?
- What should be owned centrally, locally or through partners?
- Which roles, governance forums and accountabilities are required?
- What must change first to make the future model workable?
What the engagement can include
01
Capability modelling
Define the business capabilities required to execute the strategy and create a common, organisation-wide view that is independent of the current structure.
02
Capability assessment
Assess capability maturity, performance and strategic importance to identify the gaps that most constrain growth, service delivery or transformation.
03
Target operating model
Design the future model across structure, roles, processes, governance, information, technology, partners and performance measures.
04
Value streams and service design
Map how value is created for customers and stakeholders, identifying unclear ownership, opportunities for simplification, integration and productivity improvement.
05
Governance and decision Making
Clarify who owns outcomes, who makes which decisions and how issues move between operational and executive environments.
06
Transition planning
Develop a staged change plan that accounts for operational continuity, capacity, dependencies, risk and organisational readiness.
Deliverables and outcomes
Typical deliverables
- Business model on-a-page
- Business capability model and maturity assessment
- Value-stream or service-delivery maps
- Current-state findings and design principles
- Target operating model
- Roles, accountabilities and decision-rights model
- Governance forums and engagement model
- Capability-development and transition roadmap
- 90-day action plan
Expected outcomes
Clients can expect:
- A clear connection between strategy and organisational design
- Better visibility of capability strengths and investment gaps
- Clearer roles, ownership and decision-making
- Reduced duplication and unnecessary complexity
- More consistent delivery across teams and partners
- A practical model that can scale and adapt as the organisation changes
- Better integration and interoperability between teams, partners, information and technology
- More agile ways of working without weakening accountability or governance
How Aurenis works
The Aurenis principal works directly with the owner or executive sponsor to understand the strategy, practical constraints and decisions that matter. Employees and specialists are involved through targeted interviews and design workshops so the model reflects how work is actually performed.
Specialist business architecture, enterprise architecture, data, technology or change capability is added where required. The design remains proportionate to the organisation: detailed enough to guide decisions, but not buried in unnecessary methodology.