case study: Operating Model Transformation

Why this mattered:

Our client had the right intentions, but their old way of working was slowing them down. An operating model is basically how all the moving parts of a business come together to get things done. This transformation was about making that machine run smoother—more responsive, more aligned, and better able to deliver what the business needed, when it needed it.

Challenge:

Our client’s centralised technology model was limiting its ability to scale and respond to evolving digital demands. They needed a more agile, service-oriented approach to technology delivery.

Approach:

Claire Hunter led a transformation of the technology operating model, introducing a service-based structure that aligned more closely with business needs. Key initiatives included:

Designing governance frameworks that balanced agility with control
Establishing a service-oriented I&T operating model
Uplifting the Service Desk to improve responsiveness
Embedding architecture and asset management principles

Outcome:

The transformation repositioned the technology team as a proactive business partner and laid the groundwork for continuous improvement. It enabled faster, more responsive digital delivery and improved alignment between technology and business strategy.

What is an Operating Model:

An operating model is essentially the blueprint for how an organisation runs. It’s the bridge between strategy and execution—it turns big-picture goals into day-to-day actions. While a strategy defines what you want to achieve, the operating model defines how you’ll get there.

Think of it like the engine room of a business. It brings together the people, processes, technology, data, and governance needed to deliver value. When it’s working well, everything runs smoothly. When it’s not, even the best strategies can stall.

A good operating model looks at several key components:

People & Roles – Who does what? Are the right skills in the right places? Are teams empowered to make decisions?
Processes & Workflows – How does work get done? Are processes efficient, repeatable, and adaptable?
Technology & Tools – What systems support the work? Are they integrated, scalable, and user-friendly?
Data & Insights – How is information used to make decisions? Is data accessible, accurate, and secure?
Governance & Accountability – Who’s responsible for what? Are there clear rules, controls, and feedback loops?
Culture & Ways of Working – How do people collaborate? Is the culture aligned with the goals of the organisation?

When these elements are aligned, organisations can respond faster to change, deliver better services, and continuously improve. But when they’re out of sync, it can lead to bottlenecks, confusion, and missed opportunities.

case study: Operating Model Transformation

Why this mattered:

Challenge:

Approach:

Outcome:

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