Capabilities
A target operating model describes how an organisation needs to work to deliver its strategy: how it is structured, resourced, governed and supported by technology and data. It is the bridge between a strategic intention and the change programme that makes it real, and when it is missing,.
PEF Consulting Partners designs target operating models that survive contact with go live, informed by E.ON Next’s Kraken transformation, where the operating model change was the whole point of the platform. A new system run the old way delivers the worst of both.
How work actually flows, end to end, and where it needs to change. Designed around outcomes rather than around the current organisational chart.
Structure, roles, accountabilities and capabilities. Who does what, who decides what, and what skills the model requires that you may not yet have.
The systems and information the model depends on, designed alongside the process and people rather than bolted on afterwards. Changing one without the others is the classic way transformation stalls.
How decisions get made and performance gets managed in the new model, so it holds together in practice and does not quietly revert.
Most organisations have an operating model by accident, accreted over years of local decisions. When strategy changes, that accidental model becomes the constraint. Designing the target model deliberately turns a vague ambition into something a change programme can actually deliver, with a clear picture of the gap between here and there.
No. Structure is one of five dimensions. An operating model that only redraws the org chart, without addressing process, data, technology and governance, changes the boxes and not the outcomes.
Whenever the strategy has changed materially, a major system is being implemented, or a transformation is being planned. It is the thing that keeps those efforts pointed at the same destination.
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We bring senior people who have delivered exactly this at scale. Honest advice, and accountability for the outcome.