Management operating model review
“Is the organisation arranged to do the work it has taken on, and where does it stall?”
Raised where headcount, volume or scope has grown faster than the arrangement around it, and where decisions have started to queue.
- Management Consultancy
- Three to five weeks, depending on the number of functions in scope.
- Fixed scope, agreed in writing
This record describes an assignment CamdenLogic is structured to run. It is not an account of work carried out for a named organisation. Related to Management Consultancy.
- 01
Map the current arrangement
Teams, responsibilities, handovers and reporting lines are recorded as they operate in practice, not as an organisation chart states them.
- 02
Locate the friction
Interviews and process tracing identify unowned steps, duplicated effort, and decisions that wait on someone who is not in the room.
- 03
Redraw the model
A proposed arrangement is set out with decision rights, thresholds and escalation written plainly enough to be used by the team.
- 04
Sequence the change
Change is ordered so each stage stands on its own, and a short review cadence is put in place to keep the model honest.
- 01Current-state operating map
- 02Friction findings by process
- 03Proposed model with decision matrix
- 04Change sequence and review cadence
- Interview access across two or three functions
- Existing process documentation, where it exists
- Sponsorship from the person accountable for the change
- Financial management, audit and accounting advice
- Employment law advice or individual performance matters
- Recruitment and executive search
Commission OB-04, or ask whether it is the right format.
Tell us what needs to change — a system, process, market, campaign, or decision. CamdenLogic will respond with the most relevant way to begin.