Operating model you can work with: clear domains, KPIs and demand flow

Exec summary:  

Reorgs promise clarity. Teams still ask: who owns what, how do we say no, where do we start? We mapped four Domains and gave each a real owner: Customer, Operations, Platform, AI self-service. 
 

Then we wired it to a simple flow: demand → portfolio → teams, with monthly check-ins and first KPIs. 

Two days of workshops. “Top 5 pains” turned into small work packages. 
Leaders see a queue they can oversee and steer. Teams have boundaries, goals, and common language.  

It’s not about new boxes on an org chart. It’s about daily responsibility, cadence, and proof of progress. 

Audience takeaway: We co-create an operating model your team can actually run—owned by named leads, driven by KPIs, and wired to a simple demand flow. 

 Challenges (before we started): 

• Unclear value narrative and a hit‑and‑miss reputation with stakeholders. 

• No stable operating model; roles and responsibilities overlapped. 

• Overload and weak prioritization; projects landed via the “loudest voice.” 

• Architecture assembled quickly under pressure; governance adoption slow. 

• AI expectations rising while ownership and processes were fuzzy. 

 What we did (advisory, training & coaching)

• Designed a 2‑day operating‑model workshop:
  
  Day 1: Value strategy, product approach, stakeholder reset, and portfolio/ resourcing view. 
  Day 2: Team learning on roles and ways of working. 

• Co‑created four Domains (customer, operations, platform, AI‑powered self‑service) and named leads with homework on purpose, KPIs, roles and stakeholders. 

• Set up monthly check‑ins and stream roadmaps (Self‑Service Analytics, Platform, Data Management, AI, Data Products) with a simple demand → portfolio → team flow. 

• Framed Top 5 pain points and converted them into work packages the team can ship. 

 Outcomes so far: 

• Clarity and ownership: Domains with named leads, goals and first KPIs. 

• Cadence that sticks: Monthly management rhythm and stream roadmaps. 

• Better conversations with stakeholders: early feedback is positive; priorities now tied to value strategy and quick wins. 

• Follow‑on tracks active: architecture choices, AI use cases, product & governance standards moving forward. 

 What made the difference: 

• We moved the team from generic org talk to concrete responsibilities, KPIs and demand flow, visualized in Miro and backed by short rhythms.