Scale · Operating model · Organisation design
Designing an Operating Model for Growth.
Creating clearer ownership, workflows and decision-making for the next stage of the business.
The problem
The company had grown beyond the point where informal coordination worked reliably. Responsibilities overlapped, decisions moved through too many people, processes differed by team, and leadership was increasingly pulled into issues that should have been resolved elsewhere. Adding more people without changing the way the organisation worked risked adding even more complexity.
What I did
I mapped how the business actually operated, rather than how the org chart suggested it operated. I clarified responsibilities, decision rights, core workflows, management information, meeting rhythms and escalation paths, then designed a future-state model that could support more customers and a larger team without adding management overhead at the same rate.
What changed
Growth had a clearer organisational foundation instead of relying on the habits that worked when the company was smaller.
Work involved
Operating model · Organisation design · Decision rights · Process ownership · Leadership · Management systems · Scale-up operations
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