01
Map ownership and handoffs
We map outcomes, processes and handoffs with each department to find where ownership is shared, missing or disputed.
Service
Team Operating System: an accountability framework from leadership to every team
Real work happens in teams, and that is where ownership blurs, handoffs fail and problems sit for weeks before anyone escalates them. We cascade the company system into each team (goals linked to company priorities, an agreed RACI matrix, routines that fit the work, clear handoffs) and build it with the managers who will run it.
The problem
Signals you will recognise
- 01Teams work hard, but nobody can explain how their goals connect to the company priorities.
- 02Work falls between teams because each one assumes the other owns it.
- 03The same questions about who decides keep coming back to leadership.
- 04Every manager runs their team differently, and some run no routine at all.
- 05Problems surface late because there is no clear path to escalate them.
How it works
What we do
02
Cascade goals and owners
We link team goals to company priorities and build a RACI matrix for the processes and decisions that cross teams.
03
Set team routines
With each manager we build weekly meetings, one-to-ones, team scorecards and an escalation path that fit the work.
04
Embed with managers
We run the first cycles with the managers, fix what fails and leave routines they can sustain on a busy week.
Topics covered
- Team goals
- RACI matrix
- Accountability framework
- Management routines
- Cross-team handoffs
- Escalation paths
Deliverables
- Team goals for each department, linked to company priorities
- A RACI matrix for the key processes and cross-team decisions
- An ownership map for each department
- Team meeting routines with agendas, sized to each team
- Simple team scorecards that feed the company scorecard
- Documented handoffs for the processes that cross team lines
- An escalation path: what goes up, to whom and how fast
- Working sessions and support for managers through the first cycles
Typical outcome
Every team knows what it owns, how its work connects to the company priorities and what to do when something falls between teams.
Ten to fourteen weeks, sized to the number of teams involved, with scope and price fixed before we start.
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Questions we are asked
It helps, because team goals need company priorities to link to. If those are already clear, we can start directly with the teams.
No. A RACI only works when it is backed by routines, scorecards and an escalation path the managers actually use.
Very. They design their team routines with us and run them from the first week, so the system belongs to them.
Yes, where a process breaks at a handoff between teams. Large process re-engineering is scoped separately.
Related services
Company Operating System
One management system for priorities, goals, metrics, owners and cadence.
Quarterly Planning & OKRs
A quarterly planning process and an OKR framework that lasts the whole quarter.
Change Management & Organisational Alignment
Making a new system land with the people who have to live it.
Start with a free template
Related reading
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Your company has changed. Has the way it runs caught up?
The Operating Assessment establishes where execution is constrained, and what to fix first.
Who you will speak with
Francisco Campos
Co-founder · Strategy, Operations & Execution
Helps clarify priorities, structure teams and connect organisation design with business execution.
Ana Reis
Co-founder · Leadership, People & Change
Designs and implements People systems, from performance and careers to everyday management routines.
First conversation · 30 minutes
Tell us what is happening
Free and without obligation. Ana and Francisco reply personally.