A well-defined target operating model (TOM) is a critical enabler of strategy execution. It defines how an organization is structured, how decisions are made, how work flows across functions, and how technology and governance support performance over time. As organizations evolve — through growth, portfolio shifts, geographic expansion, digitalization, or M&A — misalignment between strategy and operating model can quickly lead to inefficiencies, slow decision-making, and execution gaps.
Defining a TOM is not a purely operational exercise. It is a strategic decision that must be owned by top management, as it directly shapes accountability, resource allocation, and the organization’s ability to deliver on its ambitions. A robust TOM clarifies roles and decision rights across key functions (commercial, medical, R&D, operations, support), while remaining flexible enough to adapt to future scenarios.
We support leadership teams in designing and implementing fit-for-purpose target operating models, grounded in both current priorities and medium- to long-term strategic trajectories. Our approach starts with a diagnostic of existing structures, processes, governance mechanisms, and enabling systems. We then work with COMEX and senior leaders to design alternative TOM scenarios, testing different options against strategic objectives, growth assumptions, and complexity drivers.
The resulting TOM defines clear organizational principles, decision-making frameworks, reporting lines, and governance bodies, supported by pragmatic implementation plans. We also support change management, including leadership alignment, communication, and performance metrics, to ensure effective adoption. By anchoring TOM design in strategy and leadership ownership, we help organizations build operating models that are efficient today and resilient tomorrow.
