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“The secret to any well run company is effecient and effect operating model, that constantly adapts to market conditions to sustain a competive advantage at all times.” – Tunio Consulting
Overview
An organisation’s operating model is the bridge between strategy and execution. It defines how value is delivered—through structure, people, processes, technology, and governance. Yet many organisations find their operating models are outdated, overly complex, or no longer aligned with strategic goals. As markets shift and customer expectations evolve, rethinking how the business runs is essential for resilience, agility, and performance.
What we offer
We help organisations design and implement modern operating models that are aligned to strategy, future-ready, and delivery-focused. Whether you're entering a new market, scaling rapidly, digitising operations, or integrating after a merger, we work alongside your teams to clarify roles, streamline decision-making, and align capabilities to business outcomes.
Our support spans target operating model (TOM) design, functional reorganisation, capability mapping, and the governance and change needed to embed the model successfully.
Key areas of support include:
- Target operating model (TOM) design and implementation
- Functional operating model restructuring (e.g. finance, HR, digital)
- Process and role clarity workshops
- Span of control, role design, and accountability mapping
- Shared services and centre of excellence design
- Operating rhythm, governance, and decision rights definition
- Capability modelling and sourcing strategy (in-house vs outsourced)
- Change management, comms, and team alignment plans
Example Service Areas
- Designing a new TOM after a merger or restructure
- Creating agile operating models for growth-stage companies
- Establishing global business services or shared services models
- Operating model reviews for non-performing divisions
- Organisation design and workforce reshaping
- Functional blueprinting for finance, HR, and operations
- Transition planning and execution support
Sample user case
A European fintech company undergoing rapid growth needed to transition from a founder-led structure to a scalable, regional operating model. Teams in different markets were duplicating work, decision-making was inconsistent, and customer experience varied across channels. The consultancy conducted an eight-week engagement, running cross-market workshops and mapping pain points, functional overlaps, and capability gaps.
A new target operating model was developed, structured around three core capabilities: product, growth, and customer success. Regional duplication was reduced through the creation of two shared service centres. Decision rights were reallocated, and a new governance rhythm was introduced with weekly cadence across markets.
- Time to market reduced by 23% through faster cross-functional collaboration
- Internal role clarity scores improved by 37% in follow-up pulse surveys
- Cost-to-serve reduced by 19% via the shared services rollout
- Customer NPS increased by 11 points due to standardised CX processes
Summary
Your strategy is only as good as your ability to deliver it. A well-designed operating model empowers people, simplifies decision-making, and unlocks scale. Whether you're restructuring a business unit or reshaping your entire enterprise, we help you build operating models that are clear, aligned, and future-ready. Contact us today to discuss how we can help transform how your business runs.
Methodology
Rather than trying to solve a broad problem by analyzing everything, you start with a clear hypothesis — a smart, educated guess about what’s causing the problem or what will unlock value — and then you test it systematically.
Why it matters:
This saves time, focuses effort, and drives analytical discipline. It avoids the "boil the ocean" problem where teams analyze vast amounts of data without direction.
How it looks in practice (Steel company example):
Hypothesis: “The steel manufacturing plant can regain margin by optimising energy costs and expanding solar capacity.”
You then test: What % of cost base is energy? How do peers handle this? What's the ROI on solar expansion?
If validated, this hypothesis drives investment in energy efficiency and informs CAPEX planning.
You don’t build strategy on intuition or anecdotes. You use hard data — from the company (sales, financials, operations), the market (benchmarks, trends), and customers (voice of customer, win/loss analysis) — to validate or reject hypotheses.
Why it matters:
It gives credibility to our recommendations and helps stakeholders trust the direction. Also, data cuts through internal politics — it's difficult to argue against numbers.
How it looks in practice (Steel plant example):
Company reports: Show rising freight costs (up 156%) and margin pressure.
Market data: GCC imports billions in steel; their exports are <$1B = opportunity.
Benchmarking: conversion costs rising 29% — compare this to peers in India, GCC, or China for insights.
Strategy is only as good as the plan to deliver it. Execution-focused means you define who does what, by when, with what resources and safeguards. It also includes how to monitor progress and handle failure.
Why it matters:
Many good strategies fail due to poor implementation. This approach aligns people, timelines, budgets, and risk mitigation — making success much more likely.
How it looks in practice (Steel Plant example):
Initiative: Expand color-coated steel exports to Saudi Arabia and Egypt.
Roadmap:
Q1: Market feasibility study
Q2: Set up local distributor partnerships
Q3: Localise packaging/branding and logistics
Owner: Head of Sales – Exports
KPIs: Export volume from value-added products increases by 30% in 12 months
Risks: Market access barriers, price volatility → mitigation: trade agreements, price hedging
Insights
- Latest Updates and Forecast for Consulting in ME 2026 28 January 2026
- Embedding Culture to Drive Change That Lasts 17 April 2025
- Navigating Emerging Market Dynamics for Sustainable Growth 5 April 2025
- Building Operational Resilience in an Age of Uncertainty 3 March 2025
- Addressing Value Chain Disruption in Today’s Economy 6 February 2025
