Growth & Market Entry
Assess new markets, products and business opportunities with a clear view of economics, regulation, capability requirements and time to value.
Strategy & Transformation
Organisation Design & Change Adoption
Align structure, roles and capability with the operating model.
Overview
What this means for your business.
Organisation design connects strategic priorities with the roles, responsibilities and capabilities needed to deliver them.
Capmark helps clients align leadership, design structures and roles, assess capability and prepare people for new ways of working. Consultation and transition requirements are considered alongside the target operating model.
We support training, readiness and adoption measures so teams are prepared to take ownership of the change.
What we do
The expertise we bring.
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 team shaped around the work.
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.
Engagements can address organisation design, adoption within an existing programme, or the people changes required by a wider transformation.
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
Results from relevant work.
~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
Relevant client experience.
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-realisation target governed
Read the case study
Insights
Related perspectives.
Get in touch
Discuss Organisation Design & Change Adoption.
Tell us what you are working through and the expertise you need.