Operating Model Development
The structures, roles, processes and governance needed to run growth as a system.
Part of Consulting, in the Qonver Growth System. Consulting sets the direction the rest of the system executes.
Signs it is time
- Growth depends on a few individuals.
- Marketing, sales and operations work in silos.
- The organisation is scaling faster than its processes.
How the work runs
- 01
Define the capabilities growth requires.
- 02
Design roles, teams and processes around them.
- 03
Decide what to build in-house and what to partner for.
- 04
Set governance and decision rights.
Typical outputs
Outputs depend on scope, which the diagnostic defines. Typical outputs include:
- Target operating model
- Roles and responsibilities
- Governance framework
Measured against what it changes
Measured by decision speed, clarity of ownership, and the operational measures the model was designed to improve. Targets are agreed before work begins, and labelled as targets until they are achieved and verified.
- Target agreed before work begins
- Verified result every number sourced
Direct answers
Can Operating Model Development be engaged on its own?
Yes. It can run as a defined project or as part of a wider Consulting engagement. Either way, the work starts from how it connects to the rest of your growth system.
Start with a diagnosis.
Every engagement begins by understanding your current system before recommending the future one. Tell us where growth feels disconnected.
You don’t need a complete brief to start the conversation.