Designing Your Operating Model and System for Success
This offering creates the operational architecture and foundational framework needed to align teams and drive consistently toward organisational goals. Through the redesign and implementation of the operating model and system, we establish clear roles, processes, and ways of working that support better decisions, smoother coordination, and a more focused path to productivity.
Problem and Symptoms
Operating models and systems aren’t inherently right or wrong, but they can create unproductive ways of working, especially when changes are made in isolation without considering how the organisation delivers value end-to-end. When this happens, a number of common problems and symptoms tend to appear.
- Problems:
- High variability in production
- High turnover and employee burnout
- Escalating or uncontrolled costs
- The symptoms:
- Individuals and teams unclear on departmental or organisational goals
- Limited understanding of roles and how they contribute to broader outcomes
- Work overload driven by non-value-adding activities
- Insufficient leadership engagement and support
- Measuring and reporting on everything with equal importance
Strategies to Solve the Issue
- If these challenges feel familiar, it may be time to consider a more holistic approach. Below are some of the tools and sub-services we use to help address them:
- Concept of Operations
- Operating Strategy & Planning
- Organisation Design
- Core Process Design
- Management Operating System
- Remote Operations / Control Rooms
- Operational Readiness
The outcome
- Expected outcomes for your organisation include:
- Aligned and Understood Goals: Teams understand and connect with the organisation’s goals.
- Role & Team Clarity: Clear roles and responsibilities help everyone understand how their work contributes to success.
- Transparency & Accountability: Effective rhythms and routines bring issues to the surface, prioritise what matters, and build accountability for resolution.
- Visible, Felt Leadership: Leaders gain confidence and spend more meaningful time in the field with their teams.
management operating system
When Doing More Doesn’t Deliver More
In mining operations, more effort doesn’t always translate to better results. Site leaders often say, “We’re doing a lot, but we’re not seeing enough impact on the bottom line.”
Even with multiple improvement programs, significant capital investments, and process upgrades, many operations continue to struggle with inconsistent performance, a culture of firefighting, and siloed departments.
These challenges often point back to a single underlying cause: a weak or fragmented Management Operating System (MOS).
- In this Point of View, we explore:
- The MOS: Your operation’s nervous system
- The difference between an Operating System (OS) and a MOS
- How OS and OM work together to turn strategy into action
- Our approach to designing and embedding a fit-for-purpose MOS
- The core elements of an effective MOS
- The deployment journey: from concept to capability
- What good looks like