Morning — Diagnosing organisational fit

• The full operating model: what each component does, how they interact, and gaps created if the redesigns addresses one layer while neglecting others 
• The agility-stability tension: how to use design choices around structure, roles and ways of working to bridge the two
• Diagnostic exercise and discussion: what your organisation's data reveals and where the highest-leverage points for change are

Midday — Design principles and trade-offs

• Structural and delivery model choices: team architecture, spans of control, and how sourcing, shared services, partnerships and AI agents reshape what the organisation does itself versus what it coordinates through others
• Decision rights in practice: how authority, accountability and information flow shape behaviour and how human-AI collaboration is redrawing those boundaries
• Design studio: participants apply structured tools to their own operating model challenge, with peer feedback

Afternoon — From design to delivery

• The capability-strategy gap: why talent systems and learning infrastructure don't keep pace with structural redesign — and how to close it
• What makes redesign stick: governance structures, stakeholder alignment, and the incentives and management behaviours that enable the new model
• Scenario planning and closing synthesis: participants test two future-state options against the design dimensions and leave with one critical insight and one first action

1. Diagnose where your operating model is misaligned with strategic demands and identify the highest-leverage points for redesign
2. Apply core design principles — decision rights, team architecture, spans of control and delivery model choices — to a real organisational challenge
3. Develop a practical approach to work redesign for human-AI collaboration 
4. Recognise the capability-strategy gap and what closing it requires: the talent systems and learning infrastructure to enable the future operating model
5. Build an understanding of what makes redesign succeed in practice: the governance, stakeholder and behavioural factors that turn design intent into reality