LAVAN Advisory · Operating Model & Business Transformation
An organization built to carry the strategy.
For businesses whose growth has outrun their structure: decisions queue, controls are informal, and accountability is unclear.
When this is the right engagement
Four situations we are asked into.
Everything routes through a few people
Approvals, exceptions and customer problems all land on the same desks.
The same problems return
Issues are fixed case by case and come back, because the process that causes them is unchanged.
The numbers arrive late, or disagree
Management reporting is slow, manual, or disputed between teams.
Scale is exposing gaps
New sites, products or staff have multiplied faster than roles and controls.
Scope
What the work covers.
An engagement draws on the workstreams the question needs. The scope is agreed in writing before anything begins.
- 01
Operating model design
How the business is organized to deliver: structure, roles, and how the parts connect.
- 02
Process transformation
Redesign of the few processes that carry most of the cost, delay or risk.
- 03
Management systems
The meetings, reports and reviews through which leadership actually runs the business.
- 04
Organizational governance
Who decides what, who is consulted, and how decisions are recorded.
- 05
Performance frameworks
A small set of measures tied to the strategy, with targets and owners.
- 06
Technology adoption
Choosing and embedding systems that fit the operating model, in that order.
Approach
How the engagement runs.
Four phases. Each ends with something leadership can read, challenge and use.
- 01
Diagnose
Establish how the business runs today: where work waits, where it is redone, and where control is weak.
OutputCurrent-state diagnostic
- 02
Design
Define the future operating model with the people who will run it, including who holds each decision.
OutputOperating model and decision rights
- 03
Sequence
Order the changes so that performance is protected while the new model is built.
OutputTransformation roadmap
- 04
Embed
Put the measures and the management rhythm in place so the change holds after we leave.
OutputKPI dashboard and operating cadence
Deliverables
What you leave with.
This is not a restructuring exercise or a headcount review. It is the design of how the business runs.
- Current-state diagnostic
- An evidenced account of how the business operates now.
- Future operating model
- Structure, roles and interfaces, designed for the strategy.
- Decision-rights matrix
- Each significant decision, and the role that owns it.
- Transformation roadmap
- Phased changes with dependencies, owners and milestones.
- KPI dashboard
- The measures leadership reviews, defined and sourced.
Where we begin
Five questions we will ask you.
You do not need the answers before we speak. Knowing which ones are hard to answer is where the work starts.
- 01Which decisions can only one person make, and what happens when they are away?
- 02Where does work wait?
- 03Which five numbers does leadership review every month, and do they trust them?
- 04Which control failed the last time something went wrong?
- 05If the business doubled in size, what would break first?
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