Management ConsultancyService
Target operating model and organisational design
Decision rights come first, and the structure follows from them.
Kaelo Global is a Dubai company licensed in Meydan Free Zone, with over 100 clients served so far.
At a glance
What it is
Structure is the visible output. Decision rights are what actually change the way a business runs.
A principal, Kaelo Global management consultancy
Operating model work often fails in a predictable way. A new structure is drawn, roles are renamed, and six months later the same decisions are still escalating to the same person because nobody wrote down who decides. Structure is the visible output. Decision rights are what actually change how a business runs.
A useful target operating model begins with an inventory of the real decisions in the business: who makes each one, who must be consulted and when an issue should be escalated. From there we look at spans of control, the review routine and the handovers between functions, and only then design the structure. Your leadership team is involved throughout, so the model reflects how the business actually works.
This work suits owner-led businesses that have grown beyond the point where the founder can make every decision, including logistics, trading and family-owned groups in the Gulf.
What's included
Six areas of scopeDecision rights before boxes
Which decisions exist, who makes each one, who must be consulted and when an issue escalates, written down in language a new joiner could follow.
Spans of control, honestly assessed
Spans that look reasonable on a chart are often unworkable in a week with real operational pressure. The calendar is a better test than the diagram.
Governance routine
What is reviewed weekly, monthly and quarterly, by whom and against what. A routine nobody can describe from memory is not yet working.
The handovers between functions
Many operating model problems happen between functions instead of inside them, and those handovers are exactly what a reorganisation tends to leave undefined.
Delegation from the owner
A clear, gradual plan for moving decisions from the owner or founder to the leadership team, with limits and reporting that give everyone confidence.
Roles and accountabilities
Role descriptions that state what each person decides and delivers, instead of long lists of tasks.
How the work runs
The current state, from the calendar
How decisions are really made today, which is often different from what the chart suggests.
Decision inventory
The real decisions in the business, mapped with their owners.
Design
A structure built from the decision map, instead of a map fitted to a structure.
Routine and handover
The governance routine documented, with the first cycle run alongside your team.
When to come to us
- 01The same decisions keep escalating to the owner.
- 02You have reorganised before and behaviour did not change.
- 03Two functions are in constant low-level conflict where their work meets.
- 04The business has grown quickly and the leadership team is unsure who owns which decisions.
What we do not do
- Delivering an organisation chart and calling it an operating model.
- Recommending headcount changes without understanding the workload behind them.
- Advising on employment law, contracts or tax consequences. Those sit outside our licence.
Related reading
Tender design, carrier selection and cost baselining, explained as a practical method.
Receivables, payables and inventory, and which of them you can actually move.
Whether the business will still be performing in three years.
For established owner-led businesses: rebuilding pricing, channels and product mix so turnover grows without losing margin.
Common questions
