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Layer 06 of 6 — Operating Model Design

Governance & Accountability.
Decision rights that are clear and respected in practice.

Governance is the layer most organisations say they have and most organisations find does not work when they test it. Committees that do not make decisions. Decision rights that are defined but not respected. Accountability that is diffused across enough people that no one is truly accountable. CN designs governance that enables the organisation to operate — not governance that reports on it.

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01 People 02 Process 03 Technology 04 Service Delivery 05 Performance 06 Governance
What CN does in this layer

The work inside the layer

  • —Decision rights framework — defining what is decided at what level, by whom, with what information
  • —Delegated authority design — what financial and operational decisions are delegated, to what level
  • —Committee and governance structure redesign — which committees are needed, what they decide, how they are run
  • —Terms of reference — specific, actionable terms for each governance body
  • —Assurance framework — how the organisation assures itself that it is operating as intended
  • —Risk management framework — how risks are identified, owned, escalated and managed
  • —Policy architecture — which policies are needed, how they are structured and maintained
  • —Compliance framework — how regulatory and contractual obligations are managed and evidenced
  • —Reporting framework — what is reported to whom, at what frequency, for what purpose
  • —Governance transition planning — moving from current governance to target without creating a vacuum
How we do it

The CN approach

01
Map decisions before designing governance
Governance design starts with a decision audit: what decisions are made in this organisation, how frequently, at what level, with what authority and information? This reveals where governance is genuinely absent, where it duplicates, and where it creates delay without adding value.
02
Challenge every committee
Most organisations have committees that were created to solve a problem that no longer exists, or that met regularly until they became part of the calendar rather than part of the operating model. CN challenges each committee: what decisions does it make, what would happen if it did not exist, and what would a better structure look like?
03
Write decision rights in plain language
Decision rights frameworks that are written in legal or corporate language are not used. CN writes decision rights that can be read and applied by the people who need to use them — specific enough to be useful, clear enough to be followed.
04
Connect accountability to performance
Accountability without consequence is meaningless. The governance framework must connect to the performance framework — so that accountability for outcomes is real, not nominal. This includes how poor performance is identified, discussed and addressed.
05
Design governance for the speed the organisation needs
Governance that slows the organisation below its operating speed is governance that will be worked around. CN designs governance that is rigorous where rigour is required and fast where speed matters — distinguishing between decisions that warrant a committee and decisions that should be made by an individual.
What good looks like
  • ✓Decision rights clear, understood and respected in practice
  • ✓Committees make decisions — not recommendations to committees above
  • ✓Risk owned at the right level with genuine accountability
  • ✓Governance enables speed rather than creating delay
  • ✓Accountability connected to performance management
Warning signs
  • ✗Decision rights defined but not followed in practice
  • ✗Committees that brief rather than decide
  • ✗Risk ownership diffused — everyone involved, no one accountable
  • ✗Governance used to create distance from difficult decisions
  • ✗Audit and assurance mistaken for governance
Connects to
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People & Organisation
Decision rights define how the accountability framework works in practice. They must align with role definitions and management structures.
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Performance & Insight
Governance frameworks depend on performance data. Committees need the right information to make the right decisions.
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Change Management
Governance redesign is among the most politically sensitive change in any organisation. It requires a thoughtful change management approach.
Part of the full model
This layer is one of six. Changing it without the others creates integration failures.
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Working on this layer?
Tell us where you are. CN practitioners have designed and delivered this work across government, corporate and technology sectors.
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