Find where work gets stuck
Look at recurring decisions, hand-offs and customer journeys rather than starting with an organisation chart. This reveals whether friction comes from unclear authority, duplicated work or missing capability.
Align structure with priorities
Roles, teams and governance should support the outcomes the strategy requires. Change only what resolves a real constraint, and make the consequences for people and interfaces explicit.
Keep the design adaptable
Establish a few clear measures and review them as the organisation grows. A useful operating model provides direction while allowing teams to adjust how work gets done.