PROJECT SCOPE
Digital operating model consulting in Europe
A digital operating model consultant Europe can help businesses define how teams, capabilities, technology and decision-making should work together as digital transformation progresses.
The employer chooses the talent, agrees the operating-model scope, deliverables, timeline and rate, then manages the collaboration directly.
Find operating model specialists
- Define the business areas and teams in scope
- Identify digital roles, capabilities and decision responsibilities
- Agree the target operating model and implementation priorities
- Find talents across Europe and beyond where Stripe operates
Explore digital transformation specialists
SCOPE
What a digital operating model consultant Europe can support
Digital operating model consulting can support organisations that need clearer structures, responsibilities and capabilities around technology-enabled ways of working.
Digital operating model assessment
A digital operating model assessment can review current team structures, responsibilities, capabilities and working relationships before changes are designed.
Target operating model
A target operating model consultant Europe can help define how agreed teams, functions and responsibilities should work together in the future.
Digital team structure
A digital team structure consultant can help clarify roles, reporting relationships and collaboration between business, technology and digital teams.
Digital capability model
A digital capability model consultant can help identify the capabilities the organisation needs and where ownership should sit.
Business and technology alignment
A business technology operating model consultant can help define how business priorities, technology decisions and delivery responsibilities connect.
Decision rights and ownership
The work can clarify who makes agreed digital, process and technology decisions and who is accountable for follow-through.
Governance and coordination
A consultant can help structure agreed forums, responsibilities and coordination practices across teams involved in digital change.
Process and operating-model alignment
The operating model can be designed alongside agreed business-process changes so responsibilities fit the future way of working.
Transformation implementation
Operating-model work can support a wider digital transformation where organisational structures and responsibilities need to change alongside systems and processes.
Digital transformation services
WHEN IT HELPS
When businesses use digital operating model consulting
Digital operating model consulting can help when new technology and processes are changing how teams need to work together.
Digital responsibilities are unclear
A consultant can help define ownership where business, technology and digital teams share responsibility for transformation work.
The organisation has changed but the structure has not
New systems, processes or capabilities can create responsibilities that no longer fit the existing operating model.
A transformation needs a future-state structure
Operating-model work can help define how teams, capabilities and decision-making should work after planned transformation changes.
Prepare the essentials
Useful starting information includes:
- Current organisation structure
- Business areas in scope
- Technology and digital teams
- Current decision responsibilities
- Existing transformation initiatives
- Known capability gaps
- The outcome the operating model needs to support
DELIVERABLES
Typical scope and deliverables
Digital operating model consulting can be structured around current-state review, future-state design, implementation planning and handover.
Getting started
At the beginning of the job, the employer and talent can review:
- Current team structures
- Roles and responsibilities
- Business processes
- Technology ownership
- Decision-making
- Transformation priorities
Operating model design
The talent carries out the agreed operating-model work.
Deliverables might include target structures, role definitions, capability maps, decision responsibilities, governance recommendations or other agreed outputs.
Quality and review
Agree how the proposed operating model will be reviewed with the relevant business and technology stakeholders against the expected requirements.
Handover and continuity
Where useful, include responsibility maps, capability guidance, implementation priorities and decision records that support continued transformation work.
TALENTS
Talents and skills involved
The right expertise depends on the organisation, transformation scope and type of operating-model change involved.
Digital operating model consultant
A specialist can help assess the current structure, define the target model and support agreed organisational changes.
Digital transformation consultant
Transformation experience can be useful where operating-model decisions need to connect with wider system, process and organisational change.
Digital transformation services
Business process specialist
Process expertise can help where future roles and responsibilities need to reflect redesigned business workflows.
Change management specialist
Change-management experience can help where operating-model changes affect teams, responsibilities and ways of working.
Digital transformation change management
Transformation programme specialist
Programme experience can help where several operating-model changes need coordination across teams or business areas.
JOB
How to write the job
A useful digital operating model job explains the current structure, transformation context and organisational outcome you need.
Describe the organisational challenge
Explain what needs attention. For example:
- Unclear digital ownership
- Overlapping responsibilities
- Missing capabilities
- Business and technology teams working separately
- A transformation that requires a new structure
Define the operating-model scope
Describe the business areas, teams, functions and responsibilities included in the work.
Add the transformation context
Include details such as:
- Current organisation structure
- Existing roles
- Business processes
- Technology ownership
- Transformation initiatives
- Known capability gaps
Explain the engagement
State whether you need:
- A digital operating model assessment
- Target operating model design
- Capability and role definition
- Implementation support
The employer and talent can refine the scope, timeline and rate after starting a conversation.
EVALUATION
How to compare digital operating model proposals
Start with relevant transformation and organisational experience, then discuss how the talent would understand your current structure, capabilities and decision-making.
Relevant operating-model experience
Look for previous work involving organisations, transformation programmes or team structures similar to yours.
Current-state understanding
Ask how the talent would understand existing roles, responsibilities and working relationships before proposing changes.
Capability thinking
Discuss how the consultant would identify the capabilities needed and connect them with teams, roles and ownership.
Business and technology alignment
Confirm how the proposed model would clarify responsibilities across business, technology and digital teams.
Implementation and handover
Discuss what role definitions, responsibility maps, capability guidance and implementation priorities will be provided after completion.
Talent profiles are reviewed and approved by the VirtualMasst team before employers can see them. The employer still decides which talent is right for the work.
COST
Cost, timeline and engagement factors
The employer and talent agree the rate directly. Several parts of a digital operating model job can affect the commercial structure.
Organisational scope
A focused team-level review can require a different level of work from an operating model covering several business functions.
Number of teams
More business, technology or digital teams can increase responsibility and coordination analysis.
Existing complexity
Overlapping structures, responsibilities or decision processes can increase current-state discovery work.
Capability scope
A broad capability model can require more analysis than defining a smaller set of critical digital capabilities.
Stakeholder complexity
More leaders, functions or business units can increase consultation and decision-making requirements.
Implementation depth
Designing the target model can require less work than supporting role changes, governance changes and wider implementation.
Adding work later
After the initial operating-model work, the employer and talent can discuss change management, roadmap delivery or PMO support and agree how they affect the scope, time and rate.
Current charges are listed on Pricing.
YOUR NEXT STEP
Define the digital operating model support you need
Start with the current team structure, responsibilities, capabilities and transformation priorities involved. Post the job, discuss the target operating model and choose the talent whose experience fits the work.
The employer chooses the talent, agrees the scope, timeline and rate, manages the collaboration and approves the completed work.
Digital transformation services
Digital transformation change management
Digital transformation roadmap
Find operating model specialists
YOUR NEXT STEP
Define the digital operating model support you need
Start with the current team structure, responsibilities, capabilities and transformation priorities involved. Post the job, discuss the target operating model and choose the talent whose experience fits the work.
The employer chooses the talent, agrees the scope, timeline and rate, manages the collaboration and approves the completed work.
Post a job
Find operating model specialists