01
What capabilities must the future organization have?
Define the operational capabilities required to support the business strategy and transformation objectives.
Business process and operations
Target Operating Model Design
Define how the future organization should operate across process, people, technology, data and governance before implementation begins.
A target operating model turns transformation intent into an explicit design for how the organization will work. It clarifies what capabilities are needed, where decisions sit, how services are delivered, what should be centralized and how technology and data support the model.
We develop the operating model at the level required to guide implementation, rather than treating it as an abstract organization chart.
NoèmeX perspectiveMake the system intelligible first: reveal the structure, constraints and variables that determine where change can produce the intended outcome.
Related leadership priorities
The same process problem looks different across the leadership team.
Use these pathways to connect process and operating-model decisions to the executive accountable for performance, control, technology or scale.
Questions we address
The operating questions that shape the work
These questions keep the engagement grounded in how the process operates today and what must change for the future state to work.
02
Where should ownership and decisions sit?
Clarify accountability, decision rights, governance forums and escalation across functions and levels.
03
How should services be organized and supported?
Determine central, local, shared-service and embedded responsibilities, including service levels and support models.
04
What technology and information foundation is required?
Connect the operating model to applications, integration, data ownership, analytics, security and automation needs.
What we deliver
A practical design that can move into implementation
The exact scope depends on the process and operating context, but the work typically produces a combination of these outputs.
01
Target operating model blueprint
A coherent design connecting capabilities, processes, roles, governance, technology, data and performance management.
02
Capability and responsibility model
Definition of the capabilities required and the teams, roles or service structures accountable for them.
03
Decision-rights and governance model
Clear ownership of strategic, operational and technical decisions, including forums and escalation paths.
04
Service and support model
How services are delivered, supported and measured across central, regional, local or embedded teams.
05
Technology and data enablement model
The architecture, information and automation capabilities needed to make the operating model executable.
06
Transition roadmap
A sequence for moving from the current operating model to the target state without disrupting critical operations.
Selected work
Evidence from a complex operating environment
One example showing how process, governance and technology decisions were connected in a real transformation.
Enterprise governance operating model4,000+IT systems operating across the enterprise landscape
Designing a governance model that could operate across a decentralized enterprise
A multinational organization needed a scalable way to govern data models, approvals, access and platform evolution across 70 countries and more than 4,000 IT systems. The solution combined global governance, local participation, role-based access, feature prioritization and standardized workflows in one operating model.
Read the case studyRelated process services
Continue into the next operating decision.
These adjacent capabilities often sit beside this work in the same transformation program.
How we work
Use the engagement model that fits the transformation.
Process work can begin as focused advisory and continue into implementation, embedded support or managed operation.
Advisory
Focused assessment, process design and executive support for high-stakes operating decisions.
Read more →Project delivery
Structured delivery when the future process needs to move into technology, data, automation and rollout.
Read more →Embedded teams
Specialists working alongside internal teams when implementation and continuous improvement require sustained support.
Read more →Your Contact Persons
Connect directly with the people responsible for this work. Explore their experience and contact options.
Zahra Fathisalout
Founder · Eng., CSP, CMLAI
Corporate governance · ASC-C.Dir. candidate
Works across strategy, enterprise transformation, data, AI and governance, bringing operational engineering experience to complex transformation decisions.
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Brendan Young
B.Com, Director of Operations
Connects transformation design with operating discipline, drawing on logistics, fulfillment and high-throughput operational leadership.
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Target Operating Model Design
Improve the process before complexity becomes the operating model.
Share the process, the current friction and the outcomes leadership needs to improve. Our teams can assess the operating reality, design the future state and define the path into implementation.