Openers · IT Operating Model Assessment
Find the one change in how IT works that removes the real constraint.
It's rarely the budget, the team size or the tools. A scored assessment of how your IT actually operates – and one redesign pathway, cheap and fast to deploy, that you can start this quarter.
- ForCTO, VP Engineering, CIO
- The questionHow does IT really work, from idea to support?
- You decidethe redesign pathway to start
- Nextoperating model design, if you want it
Sounds familiar?
Inherited, never designed.
“We keep adding people, but delivery isn't getting faster.”
“Everyone's busy, nothing ships – and I'm told it's a budget problem.”
“We reorganised last year and it didn't help.”
What you get
Three things that show where the constraint sits.
Operating Model Scorecard
Five dimensions in three layers – foundation, engine, insight – scored per dimension and overall.
Findings and recommendations
The top three gaps, two strengths and the context behind them.
One redesign pathway
With rationale, effort estimate and the first three steps.
What it looks like
Three layers, and the order matters.
The five dimensions sit in three layers. POT – people, organisation, technology – is the foundation. PC – processes and communication – is the engine. VC – value streams and continuous improvement – is the insight. Each layer makes the next one possible; the redesign pathway starts where the chain breaks.
VC insight
“We reorganised last year – and nobody can say whether it helped.”
The layer that tells you whether a change worked is thin: flow from idea to production is not measured.
PC engine
“Every request passes five handovers before anyone starts.”
The engine runs, but on handovers between departments rather than on one stream of work.
POT foundation
“We keep hiring, and the same three people still decide everything.”
The platform is solid; decisions belong to people, not to roles.
Pathway: one value stream with its own team, a single intake and two flow measures – instead of five handovers between departments.
An illustrative example; yours carries your own words, scores and findings.
How it works
From booking to the report in three to four weeks.
Day 1 · 30 minutes, async
Prepare
A short context form: team size, structure, current challenges.
2 hours, remote
Workshop
We score each dimension, name the top gaps and strengths, and pick the pathway.
+5 business days
Findings report
Scores, narrative findings and the pathway with its first steps.
Who should be involved
- CTO, VP Engineering or CIO
- Head of Platform or Enterprise Architect
- delivery or team leads who feel the friction
Price
Fixed before we start. Lite upfront, the rest when it's done.
Lite
€1,500
- You collect the input with my templates
- One day of analysis
- Findings call and report
- Paid upfront
Assessment
from €9,000
- Tailored scorecard and 2-hour workshop
- Scores across five dimensions
- Report with one redesign pathway
Extended roadmap
+ €800
- Three redesign pathways instead of one
- Sequenced, with effort estimates
- Added to the Assessment
After the assessment: operating model design with POT/PC/VC over four to six weeks, then value stream mapping and implementation – both optional. The fee is credited against a Strategy Sprint.
Details
It's rarely the budget, the team size or the tools. It's the operating model – inherited, never designed – that ignores how business and IT actually connect.
How I look at an operating model
I use my own framework, POT/PC/VC. It has three layers, and the order matters.
- POT – people, organisation, technology. The foundation: who does the work, how the work is arranged, and what it runs on.
- PC – processes and communication. The engine: how the work is actually performed and how information moves.
- VC – value streams and continuous improvement. The insight: what creates value for the business, and how you know it is getting better.
These are not three levels of bureaucracy to add. Each layer is what makes the next one possible: a solid foundation lets an engine run, a running engine gives you something worth measuring, and the insight layer stops you from writing documents nobody needs – because without it you cannot tell whether a change was worth the hours spent on it.
Why not a classic framework
McKinsey's 7S or the Operating Model Canvas are good parts lists: they answer which parts an operating model should have. They do not say in what order to build it, or what keeps it true a year later. POT/PC/VC is a build sequence with a learning loop on top – and that loop matters more every month, as AI agents enter operations and stress-test any model that was designed once and framed on a wall.
One layer at a time
None of the layers has to be fixed at once. The insight layer is often the one that is missing, and it is also the cheapest to start: it needs no new tool, only a decision about what is worth watching. That is why the redesign pathway is one change you can start this quarter and check a quarter later.
Who it is for
CTOs, VPs of Engineering and CIOs of mid-market and enterprise organisations whose IT is scaling, transforming or under delivery pressure – especially just before or after a reorganisation.