Case Study
Creating an operating model that leadership could actually run
A growth-stage company needed an operating model that linked ambition to sequencing, ownership, and executive decision cadence.
Context
The company had expanded headcount quickly, but its leadership mechanisms had not kept pace. Planning cycles were irregular, ownership was blurred, and major decisions often resurfaced because earlier decisions had not been made in a durable way.
Intervention
Tuyere worked with leadership to turn an abstract desire for better alignment into a defined operating model. The emphasis was on interfaces: who decides, when they decide, and what information has to exist before a decision can hold.
- Executive cadence was restructured around a smaller number of decision points
- Planning templates were simplified so business and delivery teams were working from the same frame
- Role expectations were clarified at the boundaries where work had previously been dropped or duplicated
Design principle
An operating model should remove friction from recurring decisions. If it only describes the organization, it is documentation rather than infrastructure.
Result
The client adopted a more stable weekly and monthly rhythm, reduced escalation noise, and gained a planning structure that made tradeoffs easier to expose early.