PNYX HILL STRATEGY ADVISORS
Target Operating Model and Organisation Design
Strategy fails when the organisation required to deliver it is different from the organisation that exists. We help leadership teams define how work should be organised, governed, measured and enabled so that strategic priorities translate into consistent decisions and performance.
A target operating model is more than an organisation chart. It connects customer and service choices to capabilities, processes, structure, decision rights, governance, people, data and technology. We design these elements as one system and identify the sequence required to move from the current state.
Our work is particularly relevant when growth, cross-border expansion, regulatory change or organisational complexity has outpaced existing ways of working. The result is a practical design with accountable owners, transition choices and measurable implementation priorities.
When Clients Engage Us
Clients engage us when responsibilities overlap or decisions are slow; when a strategy requires capabilities the organisation does not yet possess; when expansion has created duplicated or inconsistent ways of working; when governance no longer reflects the risk and regulatory environment; or when leaders need to redesign structure without disrupting critical operations.
We identify where the current operating model enables or constrains the strategy. The diagnostic traces performance issues across capabilities, processes, structure, governance, people, information and technology rather than assuming that a new organisation chart will solve them.
The output is a fact-based account of design gaps, their operational consequences and the priority issues the target model must resolve.
Our work covers:
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Strategy-to-operating-model alignment
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Capability and service-delivery assessment
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Process, structure and governance pain points
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Decision bottlenecks and accountability gaps
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Management information, data and technology constraints
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Prioritised design requirements and case for change
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We define how the organisation should deliver value and control performance in the future. Design choices cover the capabilities to own, source or share; the processes and service model; the location of work; and the governance and enabling systems needed to operate reliably.
Options are assessed against strategic fit, customer impact, regulatory obligations, cost, scalability and transition risk before a preferred model is selected.
Our work covers:
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Target capabilities and service-delivery model
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Process, people, data and technology design principles
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Centralised, federated, local and shared-service options
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Location, sourcing and third-party model
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Control, resilience and regulatory requirements
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Target-state blueprint and design decisions
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Structure should make accountability visible and place decisions close enough to the relevant information without weakening control. We design roles, reporting lines, spans, layers and decision rights around the work the strategy requires.
The design distinguishes decisions that must remain with the board or group from those that should sit with markets, business units, functions or frontline teams.
Our work covers:
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Organisation design principles and structural options
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Business-unit, geographic, functional and matrix choices
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Role mandates, accountabilities and interfaces
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Spans, layers and management-capacity assessment
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Decision-rights and escalation framework
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Leadership and critical-role implications
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Governance becomes ineffective when forums duplicate one another, information arrives too late or decision authority is ambiguous. We define the purpose, membership, inputs, cadence and authority of each management forum.
The framework connects board oversight, executive management and operational control while reflecting regulatory and risk obligations where relevant.
Our work covers:
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Board and executive-governance interfaces
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Management committee and forum architecture
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Terms of reference, authority and membership
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Decision, escalation and exception pathways
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Management information and reporting requirements
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Meeting cadence and governance effectiveness measures
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We redesign the processes that carry the highest strategic, customer or control value. The focus is on the decisions, hand-offs, ownership and information needed for reliable delivery-not on documenting every activity at the same level of detail.
Process and accountability changes are integrated with structure, roles, service levels and enabling systems so that the design can be implemented as one operating model.
Our work covers:
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Priority process and customer-journey selection
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End-to-end process and hand-off design
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Process ownership and accountability
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Service catalogues, standards and service levels
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Control points, exceptions and escalation rules
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Data, technology and vendor enablement requirements
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Performance measures should show whether the operating model is delivering its purpose, not simply report available data. We link strategic outcomes to operational drivers and define the information and management cadence required to act on them.
The framework balances growth, economics, customer outcomes, delivery, risk and organisational health, with clear ownership for each measure.
Our work covers:
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Strategy-to-KPI logic and performance drivers
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Enterprise, business-unit, function and team measures
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Leading, lagging and control indicators
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KPI definitions, ownership and data sources
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Performance-review forums and intervention triggers
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Dashboard requirements and reporting cadence
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Operating-model change must preserve business continuity while new accountabilities, processes and systems take effect. We sequence the transition, identify dependencies and define the decisions that release each wave of implementation.
The roadmap separates actions that can begin immediately from changes that depend on technology, hiring, regulatory approval or wider transformation programmes.
Our work covers:
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Transition states and implementation waves
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Initiative, dependency and critical-path planning
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Leadership ownership and programme governance
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People, communication and adoption requirements
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Operational, customer and regulatory continuity controls
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Benefits, readiness and implementation-performance tracking
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