Operating Model & Enterprise Design

Capability Architecture for Executive Teams

Define the capabilities that matter, and the ones that don’t.

We map the organisation’s capabilities, not as a catalogue of activities, but as structural assets that absorb complexity, regulate variance, and create differentiation.

This includes:

  • capability grammar and boundaries

  • structural significance (strategic, enabling, foundational)

  • constraint interactions

  • investment priorities

  • shifts in regulatory architecture required for each capability to function

Outcome:

A capability system aligned to strategy, environment, and real work - not PowerPoint abstractions.

Process Operating System & Process Intelligence

Make process a regulatory system, not documentation.

We design and embed a Process Operating System that remains coherent across all levels of organisational recursion, so variance is handled at the right place, constraints surface early, and operating discipline becomes systemic rather than performative.

That combines:

  • clear end-to-end responsibility domains

  • real variance-handling pathways

  • process intelligence (mining, telemetry, flow metrics)

  • structural connection to decision rights

  • constraint-detection mechanisms

  • governance that reduces interpretive load

Outcome:

An operating discipline where processes regulate work, surface constraints, and improve flow, without bureaucracy or performative mapping..

If you want clarity, coherence, and performance, Synexia offers a way forward.

Design the system so reality, decisions, and work fit together.

We expose how the organisation actually coordinates work, corrects variance, and interprets signals—then redesign the operating model so strategy, structure, and environment align.

This includes:

  • mapping real organisational physics

  • clarifying responsibility domains

  • rebalancing DP1/DP2/Contractual regulation

  • removing structural latency

  • aligning decision rights with complexity

  • reducing interpretive overload

Outcome:

A coherent operating model built for actual environmental complexity, not managerial aspiration.

Constraint-Led Transformation Diagnostic

Find the structural limit on performance.

This diagnostic identifies the constraint that governs organisational throughput, speed, and coherence.

It reveals:

  • where variance accumulates

  • where regulation is mismatched

  • where decision pathways break

  • where interpretive load overwhelms structure

  • where the operating model cannot absorb real complexity

This creates a single, non-negotiable focal point for transformation.

Outcome:

Clarity on what must change first to unlock performance.