Capability 06 — Signature · Operating Model Design

Operating Model
& Governance Design

Moving a major enterprise from project-to-product requires a new funding model, a redesigned demand process, an OKR architecture that connects teams to board, and an analytics layer that removes manual aggregation. We have done this at airline scale. Demand approval time dropped by 40%.

What does it take to move a major enterprise from project-to-product? Not a slide deck. It takes a new funding model, a redesigned demand process, an OKR architecture that connects teams to board, and an analytics layer that removes manual aggregation entirely.

We have done this at airline scale. Demand approval time dropped by an estimated 40%. Board-level OKR reporting now runs with zero manual aggregation. The organisation did not inherit a document; it inherited a running system.

Our operating model engagements always end the same way: with a governance forum that has already held its first meeting, a demand process that has been tested under real conditions, and a funding model that finance has approved and can operate. Documentation follows delivery — it does not replace it.

What we deliver
  • Target Operating Model (TOM) design and implementation
  • Annual and seed funding model design with governance forums
  • Demand management process design and Capex/Opex classification automation
  • Enterprise OKR architecture and rollup mechanism design
  • Analytics layer design for board-level performance reporting
  • User testing of all process flows and full transition to new ways of working
Tools & frameworks

OKR · Balanced Scorecard · TOGAF · Wardley Mapping · Power BI · Tableau · Capex/Opex classification

Airline scale, board-ready outcomes

Our flagship operating model engagement redesigned the technology operating model of a major European airline across four workstreams simultaneously — funding model, demand management, OKR architecture, and analytics layer. Demand approval fell from six weeks to five days. Board reporting went to zero manual aggregation. The airline now runs as a product company.

Sectors served

Airlines · Financial Services · Enterprise Technology · UK Government · Insurance

Related insight

Read our published thinking on why operating model transformations fail at the funding layer — and what actually fixing it looks like.

Full case study

Read the complete account of the airline operating model redesign — four workstreams, a new funding model, OKR architecture, and a 40% improvement in demand approval time.

Read the case study
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