People
REAL Growth Partnership works on the operating model and the people asked to run it. We design target operating model changes that cut across silos, find the organisational efficiencies AI now makes possible, and build the capability inside your team, alongside the partner landscape around it, so the new way of working holds after the programme ends.
What gets in the way
A strategy is only as good as the organisation asked to run it. Most plans come apart at the hand‑offs between functions, where the decision belongs to several people and to nobody in particular.
Decisions that stall between functions
The plan needs commercial, marketing and technology to move together, and the structure asks each of them to optimise its own number. The decisions that matter most sit between the boxes, so they get made slowly or not at all.
Roles built around work that changed
Job descriptions still describe a working week that has quietly stopped existing. Tasks that used to fill a role are now automated or absorbed elsewhere, while the new work has no owner because no role was ever written for it.
Capability rented rather than built
The new way of working depends on people who are not on the payroll. When the agency or the consultancy leaves, the skill goes with them, and the model reverts to the way it ran before without anyone deciding that it should.
A partner list nobody has reviewed
Agencies, suppliers and platforms are added one brief at a time and never looked at side by side. Two of them do the same job, one does work the team could now do itself, and no single person holds the whole picture.
The operating model, and the skills to run it.
We look at the structure, the roles, the skills and the partners together, because a change to one moves the others.
Target operating model design
Structure, roles and decision rights that cut across silos.Organisational efficiency
The work AI absorbs, and the roles that change because of it.Capability build
The skills to run the new model held in‑house, not rented.Partner landscape
The agencies, suppliers and platforms around the team, reviewed together.
What we take on
Organisational efficiencies in the world of AI
AI-powered capability build, and innovative partner landscape
Frequently asked questions
It covers how the work is structured and how decisions get made: the functions and teams, the roles inside them, who decides what, and the ways of working between them. REAL designs the model around the decisions the business needs to make well, and starts with the ones that cut across silos, because those are the decisions no single function currently owns.
It changes the shape of the work before it changes the shape of the organisation. Tasks that were manual and repeated move first, which alters what a role is for and where the hand‑offs sit. We set those changes out role by role, so the model reflects how the work will actually be done rather than how it used to be.
Both. We design the structure, the roles and the decision rights, then work inside your team through the transition until the new model is running as an ordinary week rather than as a programme.
Your own people able to run the model without us. The skills are built through training and through doing the live work together, so what you keep is a working capability rather than a document describing one.
A review of the agencies, suppliers and technology partners around a function, looked at together rather than one contract at a time: what each is for, what it costs, where two of them overlap, and where a capability is now better held in‑house. It runs with the operating model design, because each one decides the other.
Not by default. The starting point is where work is duplicated, where decisions stall between functions and which tasks AI can now absorb, and that changes what roles do before it changes how many there are. Any decision about the size of a team is yours, and we would show the reasoning behind it rather than hand over a number.
Case studies coming soon
We are writing up the people work now. In the meantime, the published studies show how the same people run an engagement end to end.