- To
- The person who has to decide
- From
- Meridew Partners
- File
- Operating model
Operating model
Redesign how work flows as the company grows.
What worked at 30 people strains at 120: handoffs fail, meetings multiply, the same problem recurs.
Best for: Operations and finance leads supported by the owner.
We map how work actually moves, then simplify it.
We follow three or four real pieces of work from request to delivery, with the people who did them, and mark where they waited.
Changes are small, specific and tried on one team first.
Six to ten weeks, with your team in the room.
Mapping, a weekly review with the sponsor, a trial on one team, adjustment, then rollout to the others by your own managers.
We need a team lead who will try the change.
The trial team gives a few hours a week. Without a real team to try it on, the change stays on paper.
This is not a software selection.
Tools come last. Often the fix is a rule, a name on a task or a shorter meeting.
What you get
- A map of the current flow, one page
- Three to five changes, trialled on one team
- A rollout guide your managers can run
Typical length: 6 to 10 weeks (example). Not a quote.
See also: When growth outruns structure