Capability Operating Model Experience
Examples of how structured capability operating models have improved clarity, coordination, and service delivery in complex organisations.
Water Infrastructure Utility
Capability
Capability Operating Model Design
Situation
Fragmented service delivery across multiple regulated water services and operational teams.
Approach
Designed a capability operating model defining 1,300+ Level 3 processes across nine functional domains. The model structured service delivery to support cross-functional coordination, consistent operational practices, and regulatory visibility, aligned with DIA reform requirements, Taumata Arowai regulatory requirements, and Mana Whenua partnership roles.
Outcome
Developed a comprehensive operating model providing visibility across operational activities supporting a $250M+ annual water infrastructure capital programme.
Construction & Property Development Organisation
Capability
Capability Operating Model Design & Implementation
Situation
Limited operational visibility and coordination across construction, development, precast, and steel divisions.
Approach
Designed the organisational capability operating model, mapping Level 1 to Level 3 operational processes across multiple business units and clarifying roles, responsibilities, and cross-functional workflows.
Outcome
Improved coordination between divisions, reduced operational duplication, and strengthened organisational clarity across the construction and development group.
Australian Financial Services Organisation
Capability
Customer Lifecycle Process Architecture
Situation
Complex customer journeys across multiple financial products and business units.
Approach
Documented end-to-end customer lifecycle processes across insurance, investments, and superannuation, defining process ownership, operational workflows, and customer experience requirements.
Outcome
Improved organisational visibility of customer journeys and enabled structured service improvement and cross-selling initiatives.
Global Infrastructure & Property Organisation
Capability
Global Business Process Management Capability
Situation
Bringing visibility to operational practices across international infrastructure and development operations.
Approach
Led the global business process management capability, establishing the Business Process Management methodology, supporting BPM system, and business analysis practices globally.
Outcome
Improved operational visibility and strengthened consistency in process management across global regions.
National Financial Advisory Organisation
Capability
Capability Operating Model Design
Situation
Silo & paper based operating practices across a distributed national adviser network.
Approach
Designed the future-state capability operating model, including advice planning process, backend management and support, customer journeys, organisational design and system architecture.
Outcome
Improved organisational alignment, strengthened governance, enabled scalable national service delivery and aligned operating model and platform architecture for mobile advice delivery.
Global Equipment Dealer Organisation
Capability
Operational Capability Alignment
Situation
Operational practices required alignment with global capability standards.
Approach
Developed capability uplift across operational processes and KPI tracking, including system upgrades and organisational structures aligning national operations with over 1,200 global Caterpillar service capability requirements across 16 branches and head office.
Outcome
Improved operational consistency and strengthened coordination across service and operational teams nationally.
Major Australian Banking Transformation Programme
Capability
ATM Service Value Chain & Operating Model Design and Implementation
Situation
Operational complexity across a large national banking transformation programme.
Approach
Led the business analysis capability supporting a $330M national ATM transformation programme, designing the ATM service operating model and associated operational processes.
Outcome
Improved operational visibility, strengthened cross-functional coordination, and enhanced programme delivery governance.
Agricultural Research Organisation
Capability
Finance Operating Model & Process Architecture
Situation
A finance transformation programme required a clear understanding of existing operational processes and organisational responsibilities.
Approach
Documented the current-state finance operating model, defining the Level 1 to Level 3 process taxonomy and aligning systems, roles, and monitoring requirements.
Outcome
Provided a structured baseline enabling informed planning and design of the future-state finance transformation programme.
National Rural Services Cooperative Organisation
Capability
Business Analysis & Business Process Management Capability Implementation
Situation
The organisation required establishment of a Business Analysis and Business Process Management function to improve operational visibility and manage processes across a national rural supply and retail network.
Approach
Established the national Business Analysis and Business Process Management function, implementing the BPM system, methodology, governance framework, and enterprise-wide process documentation, while leading the team across multiple transformation initiatives.
Outcome
Improved operational visibility, clearer decision accountability, and enabled structured continuous improvement across the organisation.