Operating model
We make strategy work in practice – creating the conditions for it to matter in everyday decisions, behaviours and communications.
Even the most talented teams can struggle if they aren’t set up to succeed.
Too many priorities. Roles and remits that overlap or leave gaps. And unwieldy processes alongside inconsistent ways of working.
At its core, this isn’t a capability problem; it’s a clarity problem.
And if it’s not clear, it won’t matter in practice.
“Working with Firehaus has been both refreshing and positively challenging. Perfect for anyone looking to shake things up.”
Prof. Michele Acuto, Pro Vice Chancellor of Global Engagement
How it works in practice
At the University of Bristol, the challenge wasn’t capability; it was how the emerging team worked together to deliver in a rapidly changing landscape.
The effort and frequent excellence were undeniable, but the systems to operationalise the evolution in workflow, where focus was required and where responsibility sat, had to change to empower the team.
This helped align skills and effort with impact and effectiveness. Making the work make sense
We always start by stepping back.
Because before you redesign a team, you need to understand the context and how it actually works – not how it’s meant to work on paper.
Through working as one team with internal specialists and conversations, observation and review, we built a shared picture of the current state. Where things flowed, where they stalled and where the inevitable friction really sat.
Defining what matters – and what doesn’t
Clarity starts with choice.
What should this team actually be responsible for?
And just as importantly, what shouldn’t it be doing?
We defined a clear set of services and priorities, then shaped a structure around that – not the other way round.
Because structure should follow purpose, not constrain it.
Aligning roles and responsibilities
Once the shape was clear, we focused on the people within it.
Who owns what
Where decisions sit
And how different roles connect.
Not to create rigid definitions, but to remove ambiguity, because when roles are clear, teams move faster.
And with more confidence.
Enabling delivery in practice
This is where it often breaks down. Good intentions, clear plans, but ways of working that don’t quite support them. It happens in the best organisations.
So we developed simple, practical processes, from planning and prioritisation to collaboration and workflow.
Nothing theoretical. Everything designed to be used.
Making it stick
Change only works if it’s adopted.
So we worked with the team to embed the new way of working – building understanding, aligning expectations and making sure it held up under real conditions.
Because if it doesn’t work on a busy Tuesday, it doesn’t work.
The outcome
The result wasn’t just a new structure, services and processes.
It was a team that could deliver more consistently and make the strategy matter day to day.
Priorities understood and agreed
Roles and responsibilities clarified
Ways of working simplified and consistent
Capability strengthened for the long term
And importantly, a shift from reactive delivery to purposeful progress.
At a glance:
Clarify what the team is responsible for and what it’s not
Align structure and roles to support delivery
Simplify ways of working so effort leads to impact
Build processes that work in practice, not just on paper
Create the conditions for consistent, confident performance