The way an organisation structures itself shapes almost everything: how fast it can move, how well it can collaborate, how clearly accountability is defined, and how effectively digital and technology capability is connected to commercial outcomes. 

Most large organisations are still structured around models that predate the digital economy. Functional silos. Project-based delivery. Technology organised as a support function, separated from the product and business teams it needs to work alongside. These structures made sense in a different era. In a world defined by digital platforms, data, and continuous iteration, they are a source of friction, cost, and competitive disadvantage.

Operating model redesign is often the most consequential — and most underinvested — element of digital transformation.

What this looks like in practice

•       Designing product-led organisational structures that bring business, technology, design, and data into genuinely integrated teams

•       Building platform and capability models that enable scale, reuse, and consistent delivery standards across the organisation

•       Defining digital governance and decision-making frameworks — including investment prioritisation, build vs. buy, and technology standards

•       Clarifying leadership accountability structures across digital, technology, product, and data functions

•       Designing ways of working that enable collaboration, reduce bureaucracy, and support continuous improvement

•       Managing the transition — including leadership alignment, communication, and change management at senior levels

What we bring

Ian Hood has designed and led operating model transformations at scale — rebuilding Fidelity International's digital organisation from an outsourced model to a high-performing in-house team of international specialists, building RSA's Global Digital Team from 12 people to 150+ across 30 countries, and establishing innovation functions and centres of excellence across multiple markets.

These experiences were not reorganisations on paper. They were fundamental changes in how organisations work — and the lessons from making them succeed inform every operating model engagement we take on.

This service is right for you if

•       Your organisation is struggling to move fast enough despite significant digital investment

•       You are experiencing persistent friction between technology, product, and business teams

•       You are planning a major reorganisation of your digital or technology function and want experienced independent perspective

•       You are a new CDO, CTO, or CPO wanting to assess the operating model you have inherited and design the one you need