Design the organization that can deliver the strategy.
A target operating model is the bridge between strategic intent and operational reality. M2P designs Target Operating Model (TOM) frameworks built around how work actually gets done day to day, rather than the version drawn on an org chart.
Many TOM engagements produce frameworks that are theoretically sound but practically inert. We build operating models that take into account the real constraints of the organization: its people, its systems, and the pace at which change can be absorbed.
Structure design, role definition, span of control analysis, and reporting line redesign. We design the structure the organization needs at its target state.
Full process documentation, capability gap analysis, and identification of the functions that need to be built, bought, or re-trained.
Decision rights, escalation frameworks, committee structures, and accountability models. We design the governance that makes the operating model function.
Migration from current to target state: sequencing, change impact assessment, and the communications and enablement plan that makes the transition stick.
When strategy and operations pull in different directions.
A new strategy rarely comes with an updated operating model. These are the gaps we most commonly see.
The organization has scaled or pivoted but the reporting lines, roles, and teams have not kept up. What worked at 200 people does not work at 1,000.
Departments optimize for their own metrics. Handoffs are unclear, duplicated work is common, and no single function owns the customer or operational outcome.
Two organizations have been joined legally but not operationally. Different cultures, systems, and ways of working continue to co-exist long after the deal closed.
Multiple teams are involved in every decision. Nobody is certain who owns what, so decisions slow down and performance gaps go unaddressed.
A previous operating model redesign produced a document, not a transition. The org chart changed but the actual way of working did not.
New technology has been deployed but the processes, roles, and governance around it were never redesigned to match the new capability.
How we run a TOM engagement
Analyze the current operating model against strategic requirements and identify the key gaps in structure, capability, and process.
Develop the target state operating model in collaboration with leadership, testing structural options against operational realities.
Pressure-test the design with operational teams, identify transition risks, and refine based on frontline input.
Build the detailed transition plan and support implementation through the critical first phase of the new model.