An operating model explains how work moves from objective to decision to delivery. When the model no longer fits the organisation, symptoms appear across roles, meetings, approvals and reporting.
Common warning signs
Decisions repeatedly return for clarification, several people believe they own the same task, exceptions are handled differently each time, and senior managers become involved in routine approvals.
Another sign is reporting that is extensive but does not make responsibilities, risks or next actions clear.
Review the work before the structure
Begin with the outcomes the organisation must deliver, then map the work, key decisions, hand-offs and control points.
Changing job titles without understanding the work may simply move the confusion.
Clarify decision rights
For important decisions, identify who recommends, who provides input, who approves and who executes.
Decision rights should reflect accountability and information—not only hierarchy.
Simplify hand-offs
Map where information passes between functions and where delay, rework or duplication occurs.
Agree minimum information requirements and escalation rules for exceptions.
Connect reporting to action
Management reporting should highlight outcomes, material variance, risk, decision required and accountable owner.
A smaller number of decision-focused measures is often more useful than a large dashboard without clear action.
Practical checklist
- Required business outcomes defined
- Key workflows mapped
- Decision rights clarified
- Hand-offs and exceptions documented
- Controls matched to material risks
- Reporting linked to decisions
- Implementation priorities sequenced