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Ready to Scale

Next event30 September 2026, 17:00–17:50Online

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The signal

When the operating model stops keeping up

Organic growth rewards whoever generates it: founders and long-standing managers become the glue of the company. Past a certain threshold that same glue starts to slow everything else down. It is not a people problem, it is a mechanism problem: while roles, delegation and decision criteria stay implicit, every new hire adds complexity without adding speed.

  • You are called in to decide on matters that, in theory, already have an owner.
  • You delegate a responsibility, and people still seek confirmation before deciding.
  • The team grows, but logic, processes and responsibilities stay loosely joined.
  • You wonder whether the current organisation will hold through the next phase of growth.

No single signal is an alarm. Together they say the company has outgrown the perimeter in which the founder can remain the decision-making infrastructure.

The operating model

Not a chart, a mechanism

The operating model holds everything a company needs to create value, meet its mission and reach its vision. Made explicit, it enables decision speed, reduces dependence on individuals and supports growth instead of limiting it. It rests on four elements that hold each other up.

Roles and skills

Who does what, with which capabilities required and which paths to grow.

Decision-making

Who decides what, on which criteria, and what happens when a decision escalates.

Organisation

The structure that enables speed, eases coordination and distributes accountability.

HR processes

People strategy, people operations and people development supporting the model.

How we work

The method, step by step

A repeatable method built for growing companies: from listening to landing it.

  1. Input

    CEO interview and desk analysis of sector tools and models.

  2. Listening

    Interviews with the organisation's key people.

  3. Co-design

    Workshop on vision, mission and values.

  4. Model

    Roles, capabilities and decision rights.

  5. Execution

    Roadmap, ownership and supporting HR processes.

A typical project

Eight weeks, indicative

Timings and participant numbers are illustrative: they are set with each company alongside scope and approach.

Week 1

Strategic vision and input collection

CEO interviews on strategy, leadership style and ambitions; desk analysis of sector tools and models.

Weeks 2–3

Vision, mission and values workshop

A session with eight to ten people to set where the company wants to go and sharpen its values.

Weeks 4–5

Follow up and preparation

Consolidation, interviews with a narrower audience and a preliminary design of the model.

Weeks 6–7

Co-design of the future model

A session with eight to ten people to confirm structure, decision mechanisms and key roles.

Week 8

Execution plan

A plan to build the new operating model and the HR processes behind it.

Who leads the work

The Sparq HR Advisory team that walks companies through this kind of project.

  • Andrea AttanàCo-founder Sparq · HR Advisory Commercial LeadIn 2012 he helped launch LinkedIn in Italy; he brings a data-driven view of the future of work.
  • Monia CusiniHead of HR AdvisoryShe leads HR Advisory, combining over twenty years in HR transformation and strategic foresight.
  • Gaia AiroldiSenior ConsultantShe supports organisational evolution projects from workshop design through to delivery.
  • Alice GironiSenior ConsultantShe supports organisational evolution projects from workshop design through to delivery.

Take part

Fifty minutes, online

When
Wednesday 30 September 2026, 17:00–17:50 CEST
Where
Online
Who for
Founders, CEOs and HR leaders of fast-growing companies

Save your place

Fifty minutes to recognise the signals, understand the framework and see how it applies.

Register for the webinar