Enterprise Operating Model

Current State

Global Retail Co.

Side A

Customer Value Creation

AMPSDRYT+3

How we discover, engage, and serve customers — six capabilities that produce demand, conversion, fulfillment, and retention across every channel.

Side A Health76
  • A1
    Brand & Demand Generation
    Chief Marketing Officer·142 ppl
  • A2
    Customer Acquisition
    VP, Acquisition·184 ppl
  • A3
    Sales & Channels
    Chief Revenue Officer·232 ppl
  • A4
    Order & Fulfillment
    VP, Fulfillment·196 ppl
  • A5
    Customer Service
    VP, Customer Service·168 ppl
  • A6
    Loyalty & Retention
    VP, CRM & Loyalty·88 ppl
Capabilities6
People1,010
Key Processes5
Health76
Side B

Operational Excellence

AMPSDRYT+3

How we plan, source, build, run, and govern — six capabilities that make value cheap, fast, safe, and durable to produce.

Side B Health70
  • B1
    Strategic Planning
    Head of Strategy·36 ppl
  • B2
    Sourcing & Procurement
    Chief Procurement Officer·108 ppl
  • B3
    Make & Deliver
    Chief Operations Officer·412 ppl
  • B4
    Run-the-Business Tech
    Chief Technology Officer·268 ppl
  • B5
    Finance & Performance
    Chief Financial Officer·142 ppl
  • B6
    Risk, Legal & Compliance
    Head of Risk & Compliance·84 ppl
Capabilities6
People1,050
Key Processes5
Health70
Liner Notes

About this album.

The shared operating system for Global Retail Co. — how we organize, govern, and deliver value across 24,800 people in 38 markets.

Model Type
Enterprise · Hybrid
Archetype
Networked
Designed By
Strategy & Transformation Office
Last Updated
2h ago
Version
v2.4
Section
Enterprise
Contributors
  • AM
    Alex MorganChief Transformation Officer
  • PS
    Priya ShahChief People Officer
  • DR
    Daniel ReyesChief Revenue Officer
  • YT
    Yuki TanakaChief Operations Officer
“The system that designs the future is the one that pays attention to itself.”
Key Operating Principles5 / 5

Customer at the center

Every capability is justified by the value it creates for a real customer journey.

Decisions where the work happens

Push authority and information together to where the work actually gets done.

AI as the new shift worker

Treat AI as redeployable capacity — not a side project, not a cost center.

Build durable, not delicate

Modular capabilities can be re-mixed without re-running the whole transformation.

Govern like the system runs your business

Because it does. Risk, ethics, and resilience are designed in, not bolted on.

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