Growth & Market Entry
Growth cases built with licence pathway, operating cost, delivery risk and time to revenue priced in.
Strategy & Transformation
Organisation Design & Change Adoption
Organisation design and adoption planned alongside the target operating model.
Overview
A new operating model only delivers value when people can work in it. Structure, roles, capability, consultation, training and adoption need to be designed alongside the target model, with enough lead time before go-live.
Capmark helps institutions design the organisation and people change required to make transformation stick. We align leadership, define the structure and roles, build the capability plan, manage consultation constraints and measure adoption through go-live and beyond.
Our people have led change across thousands of roles, including a 38-country client-onboarding and credit operating-model programme.
What we do
We work with executives and sponsors to set the change strategy, case for change and sponsor group while the target model is still being designed. Alignment is tested early, so disagreements are resolved before the organisation is asked to move.
We design structures, roles, reporting lines, spans, layers and accountabilities alongside the target operating model. Role documentation, selection approach and transition planning are prepared early, so ownership stays clear through the change.
We assess the skills the target roles require against the skills the organisation has, then build the training and capability plan to close the gap before go-live. Readiness is measured by whether teams can run the new processes, approvals, controls and client conversations from day one.
We define how adoption will be measured before the change goes live. Usage, process adherence, control performance and readiness are tracked after go-live, with intervention where uptake falls short until the new ways of working are embedded.
We treat union consultation, works council requirements, enterprise agreements, formal notification periods and role transitions as planning constraints from the start. The consultation calendar is built into the programme plan before dates are committed.
What to expect
A Principal leads from day one inside the programme governance. The first weeks map change impact, readiness, stakeholder alignment and the areas where resistance or delivery risk is likely to concentrate.
Through delivery, we run the change network, track adoption, prepare teams for go-live and adjust where uptake falls below target.
Engagements are most effective from programme initiation, but we also take recovery assignments where adoption has stalled after go-live.
Most effective at programme initiation; we also take recovery assignments where adoption has stalled post go-live.
01
Assess
Establish the current state, the constraints, the risks and the value at stake.
02
Define
Shape the target model and the business case with the executives who own the outcome.
03
Mobilise
Stand up the team, the plan and the governance around the outcome.
04
Implement
Design, build and test the change, with the business alongside.
05
Sustain
Cutover, hypercare and handover, so the business runs it under its own control.
The same five stages on every engagement, led by senior practitioners end to end. How we work
Change framework
Change lands when people are ready, not when systems go live.
Impact
~110 roles
Recalibrated across impacted teams
Roles redesigned as the new organisation went live
90 days
BAU adoption tracked after go-live
Adoption tracked and reinforced through the first 90 days
38 countries
Operating model embedded
Change embedded across a 38-country operating-model programme
Client result
Proven in the work, not the pitch.
Banking · Operating Model
One client-onboarding and credit operating model across 38 countries
A Global Corporate & Investment Bank · Client Onboarding & Credit Operating Model
We helped implement a single global client-onboarding and credit operating model across 38 countries, recalibrating 110 roles, rationalising technology and strengthening the process and control model across wholesale banking.
- 38
- Countries on one operating model
- 110
- Roles recalibrated
- £50m
- Benefits target governed
- Senior team
- Mobilised under Capmark leadership
Read the case study
Insights
Related thinking.
Get in touch
Talk to a Partner about Organisation Design & Change Adoption.
Tell us what needs to change and where the pressure or risk is showing.