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Operating Model - banner




Digital business is now the status quo, and to stay competitive, the current technology functions must be able to support the needs of both customers and business stakeholders more quickly and effectively than ever before.

This often presents a challenge to IT leaders who are grappling with legacy technology, processes, and structures within their own organisation and the wider business that they work alongside. Most sectors now contain challenger businesses that threaten to bypass these constraints and disrupt once-secure business models.

The IT operating model describes the capabilities of an IT organisation and how they relate to each other to deliver the IT services needed by the business. This can then be used to derive other key needs such as organisation designs and sourcing strategies.

To deliver the changes that are needed to support digital customer and business transformation, IT Operating Models need to be assessed and potentially transformed, tailoring the content and pace of these changes to suit the specifics of each business ambition. Clear roadmaps are required that cover necessary changes to organisation, processes, governance, people & skills, technology and service.

The right IT Operating Model can help the business meet its largest challenges by:

  • supporting customer experience and business needs to drive revenue through the latest agile practices
  • improving the relevance and overall quality of technology deliverables
  • ensuring that all facets of the organisation are included with the changes – both technology and commercial
  • delivering a faster pace of change through the right governance and management tooling
  • delivering a lower overall cost to serve through intelligent automation
  • reducing incidents and problems through process improvement and excellence, and focusing upskilling of current resources to meet the needs of a modern function


Through multiple and varied engagements, Coeus has built deep capability in IT Operating Model design. We tailor our approach to the needs of each client, however our starting point is always to first listen and understand the specific challenges; whilst there are similarities across sectors, and functions, no two are absolutely alike.

Coeus is able to formalise assessments via focussed questionnaires, workshops, and data analysis, which assess the maturity of the current operating model (across people, processes, and technology) when matched against the ambition of the business, the technology function, and importantly, the end customer needs.

In parallel, Coeus often look to analyse the particular strategies that are in progress or planned against core areas of the technology function and the business to develop a holistic view of the gap to be bridged through operating model transformation, both now and in the future.


Once these are clear, through a careful and collaborative design phase, Coeus can then support the development of the target state operating model and the steps that are needed to transition to the new state, including a roadmap of the required changes.

From an overall clear strategy, Coeus will stand alongside clients to execute changes per the roadmap if required. This can be through programme leadership, detailed workstream ownership, or coaching and support in key areas. Similarly, Coeus can assure that changes are properly implemented, and support continuous improvement and optimisation through a transformation journey, as course corrections are often needed to react to a changing customer or business environment in flight.



Simon Walker is our IT Operating Model lead 

Simon has shaped and delivered some of the largest global IT programmes, aligning business objectives with IT capability. This has involved using his strategic consulting skills to fully define business drivers and IT operational experience to deliver suitable operating models. He has driven IT/IS strategy and operational enhancement for numerous global clients, having the ability to interpret business drivers, driving out suitable project portfolios and ultimately delivering the programmes against tight timescales and budgets.