From diagnostic to enterprise design

The Target Operating Model

Strategy sets the destination. The diagnostic tells you whether the organisation can reach it. This is the operating architecture that closes the distance — four layers, each governed by one TII pillar, sequenced by the index points it returns.

Illustrative reference architecture — not a client result

Current TII

50.0

Emerging

Layers to redesign

Below the 60-point intervention line

Layers to scale

Clear the line — protect and extend

Recoverable index points

+15.0

If every exposed layer reaches 70

Execute it in 90 days Back to the scorecard Run the diagnostic

Design principles

The model is derived, not selected from a template.

01
Diagnose before you invest: no layer is redesigned without pillar evidence from the diagnostic.
02
Sequence by recoverable value: the 60-point intervention line decides what gets rebuilt, pillar weight decides the order.
03
Protect delivery dates: human–ai work design & governance is the binding constraint and is addressed first.
04
Institutionalise, then re-measure: each layer transfers into a standing operating rhythm and is re-tested against a target of 70.

Redesign sequence

Layers carrying the transformation risk

Ordered by recoverable index points — the weighted distance between today's pillar score and the re-measurement target of 70.

Priority 01

Human–AI work design & governance

Human–AI Collaboration Maturity · weight 25%

40.0 → 70

Rebuild the layer

+7.5 index points recoverable

Design roles around AI-augmented work so accountability strengthens as automation increases.

Current state

AI adoption is tool-led and uneven, oversight is informal, and accountability blurs where automated output enters a decision.

Target state

Redesigned role boundaries with explicit human-in-the-loop checkpoints, AI fluency baselines per role, and auditable oversight of automated decisions.

Structural shifts

Role-by-role work redesign identifying which judgement stays human
Documented human-in-the-loop control points on every customer- or risk-facing workflow
AI fluency baseline and certification tied to role level, not volunteer interest
Governed tooling catalogue replacing unmanaged local adoption

Decision rights: Process owners approve automation boundaries; risk and legal approve oversight controls.
Operating cadence: Fortnightly adoption and oversight review; quarterly control audit.
Accountable: Chief Operating Officer with the AI Governance Forum
Instrumentation: Fluency coverage by role level, share of workflows with defined oversight, exception and override rates.

Priority 02

Delivery & value-realisation engine

Execution Velocity · weight 25%

40.0 → 70

Rebuild the layer

+7.5 index points recoverable

Convert decisions into shipped change on a fixed cadence, with value traced to the original investment case.

Current state

Annual plans absorb variation, decisions queue behind committees, and benefits are asserted at approval but rarely re-tested.

Target state

Cross-functional pods working to 90-day outcome sprints, single-threaded owners per outcome, and benefit tracking that survives go-live.

Structural shifts

90-day outcome sprints replacing annual plan increments
Single-threaded owner for each transformation outcome
Dependency and decision backlog managed in one place, with escalation thresholds
Benefit re-test at day 90 rather than sign-off at approval

Decision rights: Outcome owners decide within agreed thresholds; the steering forum arbitrates only cross-pod conflict.
Operating cadence: Weekly velocity and blocker review; 90-day outcome close and re-measurement.
Accountable: Transformation Director with the Steering Forum
Instrumentation: Sprint completion rate, decision cycle time, benefit realised against the approved case.

Scale with guardrails

Layers strong enough to carry more scope

Capability & learning architecture

Cognitive & Learning Agility · weight 30%

60.0 → 70

Scale with guardrails

Convert strategy into named capabilities and a re-skilling cadence that runs ahead of the operating model.

Current state

Learning demand arrives as course requests, capability language differs by function, and re-skilling follows the change rather than preceding it.

Target state

A single capability taxonomy owned by the business, with skill-gap detection feeding short capability sprints before each transformation wave.

Structural shifts

One enterprise capability taxonomy replacing function-specific competency lists
Capability owners named per critical role family, accountable for proficiency movement
Learning demand triaged against diagnostic evidence rather than volume of requests
Internal centre of excellence replacing fragmented external vendor dependency

Decision rights: Capability owners approve the target proficiency; business heads approve the release of time to learn.
Operating cadence: Monthly capability review; quarterly taxonomy and proficiency recalibration.
Accountable: Chief Human Resources Officer with the Capability Council
Instrumentation: Proficiency movement by role family, time-to-competence, internal versus external build ratio.

Leadership, culture & resilience system

Ethical & Cultural Resilience · weight 20%

60.0 → 70

Scale with guardrails

Ensure risk surfaces early and cohesion holds while transformation load is at its peak.

Current state

Change communication is event-driven, escalation depends on individual courage, and fatigue is only visible once attrition moves.

Target state

Manager-led coaching rhythms, protected escalation routes, and resilience signals reviewed with the same discipline as delivery metrics.

Structural shifts

Situational leadership practice embedded into existing management routines, not added as training
Named escalation path for ethical and delivery risk, with response service levels
Change load per team made visible before scope is added
Frontline manager coaching cadence as a standing operating expectation

Decision rights: Business leaders own change load decisions; the escalation forum can pause scope.
Operating cadence: Weekly manager huddles; monthly resilience and escalation readout.
Accountable: Business unit leadership with HR Business Partners
Instrumentation: Escalation volume and closure time, change-load index by team, manager coaching adherence.

Governance & decision cadence

Who decides what, on which rhythm, against which evidence

Forum	Cadence	Owner	Mandate	Evidence reviewed
Board / NRC oversight	Quarterly	Board Nomination & Remuneration Committee	Tests whether workforce readiness justifies the next investment tranche.	TII composite, band movement and exposure by pillar.
Executive steering forum	Monthly	CEO with the transformation sponsor	Approves scope, arbitrates cross-function conflict and releases capacity.	Layer-level scores, recoverable index points and sprint status.
Capability & AI governance	Fortnightly	CHRO and COO jointly	Owns capability taxonomy, AI oversight controls and fluency baselines.	Proficiency movement, fluency coverage, oversight exceptions.
Delivery pod review	Weekly	Outcome owners	Clears blockers and protects the 90-day sprint commitment.	Velocity, decision cycle time and open dependencies.

Board & executive review

Pressure-test the operating model with us.

We work through the layer sequence with your executive team, confirm decision rights and set the day-90 re-measurement.

Book Board / Advisory Briefing