Werk 01 — who carries it
A transformation fails on its operating model long before it fails on its architecture. This werk sets decision rights, governance and the change path, so the systems built afterwards land in an organization able to run them.
The offer
An operating model that can carry the transformation — governance, decision rights and a change plan the executive committee has signed, with the value tracked to a number rather than to a milestone.
Target organisation, decision rights, RACI across business and technology, and the committee cadence that keeps the model alive after the programme ends.
Sequenced waves, dependencies, investment profile and the value hypothesis each wave is accountable for.
Stakeholder map, comms plan, training and the adoption metrics that tell you whether the new way of working actually took.
Benefits tracked per wave with an owner and a baseline, so a claimed saving can be checked against the P&L.
Operating-model assessment, gap map and a costed roadmap.
Governance chaired, roadmap kept honest, executive counsel.
The transformation owned end to end with P&L accountability.
State of the proof
Experiences that prove it
Sub-capabilities and evidence
Publishable figures
Questions
- What does a business mandate change?
- It changes who decides what, on which cadence, against which measure. At Opella, Sanofi's consumer-health business, design was repositioned from a service function into a governance function across a ten-brand ecosystem, and delivery accelerated by 40% through insourcing. Nothing was rebuilt; the authority to decide moved.
- How is value realization made real?
- By putting a number on the outcome and holding it to the end of the mandate. At Adeo, dismantling legacy systems released EUR 9.5M in FinOps savings, supplier referencing lead time fell from 124 days to 15, and more than 7,000 suppliers were onboarded with a supplier NPS up 50 points. Those four figures come from one operating-model change, not four projects.
- When is a business mandate the wrong entry point?
- When the constraint is genuinely technical and the organization already knows what it wants. A governance workstream in front of a migration that has already been decided adds a quarter and no clarity. The collective says so and starts at the technology werk instead.
- What does a client walk away with?
- An operating model that runs without the operator: decision rights written down, a governance cadence that survives the next reorganization, and a change path whose next three steps are already sequenced.