Operating Model Studio

Operating Model Studio: templates and AI workflows for digital, CX, and product leaders standing up a function. Built from real enterprise d...
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Operating Model StudioProfile picture@operatingmodelstudio·Sep 14

Gratuity Tracker — Free GCC End of Service Calculator

Calculate your exact end of service gratuity for Saudi Arabia, UAE, Qatar or Bahrain in under a minute. Free, no signup, works entirely in your browser.


HR Bulk Gratuity Calculator — Whole Workforce, One Upload

Upload your entire team as a CSV and get every employee's end of service gratuity calculated at once, across all four GCC countries, with a clean Excel export for your finance team.

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Operating Model StudioProfile picture@operatingmodelstudio·Sep 6

Standing up a digital function: the work that actually happens in the first 90 days

Most digital functions fail in the first quarter for a boring reason: nobody wrote down who decides, what gets funded, and what happens when a vendor is late.


I have watched this play out inside large enterprises more times than I can count. A new Head of Digital or CX is hired. They inherit a CRM, three agencies, a backlog that is really a graveyard, and a steering committee that meets to hear updates rather than make decisions. Ninety days later they are still "aligning stakeholders."


The first 90 days are not a vision exercise. They are an operating-model exercise.


Week 1–2: Governance, not strategy. Write the RACI. Name the escalation path. Decide who can kill work. If that document does not exist, every roadmap item is a negotiation.


Week 3–4: Inventory the vendors. Who is contracted, who is actually delivering, what would it cost to exit. RFPs written without this inventory just replace one expensive mess with another.


Week 5–8: One roadmap, one ranking method. Not three decks. Not a "themes" slide. A list with owners, cost, dependency, and a forced rank. If leadership will not rank, they have not agreed to the function.


Week 9–12: A reporting cadence the exec team will actually read. One deck. Same structure every time. Decisions asked in writing, not buried in appendix 14.


None of this is theory. It is the paperwork that lets a digital function survive contact with the rest of the enterprise. Strategy comes after the operating model can hold it.


If you are the person who just inherited the mess, start with governance. Everything else is decoration until that is real.


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