All Pro Pathways
Designing how shared services get managed.
An operating model for All Pro Pathways connected service responsibilities, decision authority, and implementation planning across five entities.
Operating-model design by Brian Koro during a managed-services engagement before Koro Solutions.
Explore the work
- Operating-model scope
- 5 entitiesShared services with entity-specific responsibilities and decision authority.
- Planned launch
- 10 daysInitial implementation sequence defined in the launch plan.
- Planned stabilization
- 30 / 60 / 90Day-based milestones for review and stabilization after launch.
The challenge
Shared work needed clear decision authority.
Coordinating digital services across several education organizations involved more than a list of systems. Work could cross CRM, payments, websites, billing, learning platforms, infrastructure, and vendors. The operating model needed to make responsibilities and approvals visible while retaining each entity’s ownership.
Brian’s contribution
Make work, authority, and review explicit.
Define the services and the responsibilities around them.
Brian created service catalogs, operating guides, supporting datasets, and presentation materials for a managed-services portfolio spanning CRM, payments, websites, billing, learning systems, infrastructure, and vendors.
The documentation defined the work to be coordinated and the responsibilities around it. Bringing those services into one operating reference made it possible to discuss scope, ownership, approvals, and individual implementation requirements together.
Separate a task from a decision.
Brian designed a five-entity operating model and developed or directed its masterbook. It defined decision rights, tiered management reviews, and linked action, decision, risk, and evidence logs, supported by organized audit records.
The model distinguished the person doing the work from the person authorized to approve a change. Separate operating records kept an assigned action, a pending decision, an unresolved risk, and the evidence behind a status from becoming one undifferentiated task list.
The operating model connects responsibilities, approvals, and a staged implementation plan. Illustrative image. Plan for stabilization after launch.
Brian created a 10-day launch plan followed by 30-, 60-, and 90-day stabilization milestones. The sequence addressed initial setup, management review, issue follow-up, and the responsibilities needed to support the operating model after launch.
The plan gave management a staged path for putting the model into practice and reviewing it over time. The launch and stabilization milestones describe the proposed implementation schedule.
Four records answer four management questions.
The masterbook separated actions, decisions, risks, and evidence. This explains the practical distinction behind that design.
| Record | Question it helps answer | Why keep it distinct? |
|---|---|---|
| Action | What needs to be done, and who owns it? | Work can be assigned and followed up |
| Decision | What needs approval, and who has authority? | Approval can be addressed separately from execution |
| Risk | What could prevent the work from succeeding? | Uncertainty stays visible during review |
| Evidence | What supports the status or conclusion? | A claim can be checked against its supporting record |
What the work produced
An operating model and a plan for putting it to work.
The work produced an operating masterbook, service documentation, and implementation and stabilization plans. Together, these set out how responsibilities, approvals, progress, and supporting records could be managed across the five entities. This is a design and planning case study.
The takeaway
Define who can decide as clearly as who will do the work.
Before setting a shared-services launch date, examine one decision that crosses organizations. Identify the work owner, the approval authority, the review route, and the record that would show the decision has been carried out.
Ask this in your organization
- Can the person assigned to a task also authorize the change?
- Where does an unresolved cross-organization decision go for review?
- What record would support calling the work complete?
Bring the problem to Koro
Where are responsibilities or approvals unclear?
Describe the services involved, the teams sharing them, and a decision that is difficult to move forward. We’ll use that context to determine whether Koro can help and what should be clarified first.
Discuss your operating plan