Many organizations are introducing AI one tool or use case at a time while the work around it remains unchanged. People compensate for broken handoffs, decisions stay fragmented, and automation adds another layer instead of removing complexity.
Concentrix starts with the work and the outcomes it needs to deliver. We rethink what work should be done, how it should flow, who or what is best placed to perform it, how decisions should be made, and how delivery should be organized. The result is an operating model that brings people, AI, workflows, governance, and service capabilities together to improve productivity, agility, scale, and performance.
Improve operational efficiency and agility
Increase workforce productivity and capacity
Accelerate Human + AI adoption
Reduce complexity, friction, and duplication.
Scale operations without adding complexity
01
Rethink the work required to deliver each outcome, then simplify and redesign processes around the best combination of human expertise, automation, and AI.
02
Define how people, AI agents, copilots, and automation work together, with the structures, roles, skills, and capacity required to perform effectively.
03
Establish how decisions are made, where authority sits, what AI can do independently, and how performance, risk, and exceptions are governed.
04
Align organizational structures, locations, partners, service capabilities, and governance so work can be delivered consistently and effectively at scale.
Operating model design defines how an organization needs to work to deliver its strategy. It brings together work, people, AI, data, workflows, decisions, governance, technology, and delivery capabilities around clear business outcomes. The aim is not simply to produce a new organizational structure. It establishes what work should be done, how it should flow, who or what should perform it, where decisions should be made, and how the model will perform effectively in practice.
Work design determines what work needs to be done, how activities should be structured, and whether each activity is best performed by a person, AI, automation, or some combination of them. Process design determines how those activities connect and flow from beginning to end. Bringing both together prevents organizations from improving a process without questioning whether all the work within it is still necessary.
Process improvement focuses on making a specific activity or workflow work better. Operating model design considers the wider system in which that process operates, including work, roles, decision rights, workforce capabilities, organizational structures, data, technology, governance, and delivery models. Process improvement can address a localized constraint. Operating model design is needed when stronger performance depends on changing how multiple parts of the organization work together.
The scope depends on the outcomes the organization needs to improve. It can include organizational structures, roles, decision rights, workflows, workforce capabilities, data, technology, governance, and performance management. We also examine how work moves across functions, partners, and channels. The objective is to identify where the current model creates friction and redesign the elements that matter most, rather than changing every part of the organization at once.
We begin with the work and the outcomes it needs to deliver. We determine what work can be removed or simplified, where AI can automate tasks, support decisions, coordinate activity, or execute independently, and where human judgment, expertise, empathy, and accountability remain essential. We then define the roles, skills, workflows, decision rights, controls, technology, and delivery capabilities required to make the model work in practice.
Operating model design can enable faster decisions, higher productivity, greater workforce capacity, lower cost and complexity, stronger accountability, and faster adaptation. It can also create the conditions required to scale AI beyond isolated tools and use cases. The specific outcomes depend on the business priority, but the goal is consistent: connect strategy with execution and continually improve how work gets done and how the organization performs.
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