Most government operating models were not designed for the environment we are operating in today. 

They were designed for stability. 
  

They were designed for predictability. 
 

They were designed for policy-driven, siloed execution. 

Today’s environment demands something very different: 

• citizens expect seamless digital services 

• policy changes are faster and more frequent 

• funding pressures are constant 

• technology—especially AI—is changing how work gets done almost monthly. 

What Is a dynamic operating model? 

A dynamic operating model is the way an organization continuously aligns: 

• strategy 

• policy 

• customer needs 

• processes 

• technology 

• people 

In real time—or as close to real time as government can reasonably get. 

The key word here is dynamic. 

This model is designed to change without chaos. 

It allows an agency to: 

• respond to new policy direction 

• shift resources to priority outcomes 

• introduce new channels or technologies 

• improve services based on lived customer experience 

All without breaking delivery. 

Why government needs this now 

Government agencies are facing a perfect storm. 

First, citizen expectations are shaped by the private sector. People compare government services to banks, retailers, and digital platforms—even if that comparison is not always fair. 

Second, policy volatility has increased. Programs are launched, amended, or paused faster than ever. 

Third, legacy operating models are holding agencies back: 

• siloed program ownership 

• channel-centric delivery 

• rigid funding and workforce models 

• technology that dictates process instead of enabling it 

The result is predictable: 

• slow change 

• inconsistent service experiences 

• burnout in frontline staff 

•  frustrated citizens. 

A dynamic operating model gives government a way to modernize how it operates, not just what it delivers. 

The dynamic operating model  

A dynamic operating model as having six integrated components. 

1. Clear Outcome-Based Strategy 

Everything starts with outcomes—not outputs: 

• not “process more applications” 
  not “launch a new portal” 

But outcomes like: 

• faster access to benefits 

• reduced administrative burden 

• improved trust in government services 

These outcomes guide decisions across policy, operations, and technology. 

2. Customer-led service design 

In a dynamic model, journeys—not programs—are the organizing principle. 

That means: 

• mapping end-to-end citizen journeys 

• understanding pain points across channels 

• designing services around life events, not internal structures 

Journey management becomes a core capability, not a side project. 

3. Agile governance and decision-making 

Traditional governance is built for control. 
  

Dynamic governance is built for speed with accountability. 

This includes: 

• clear decision rights 

• delegated authority where appropriate 

• shorter approval cycles 

• data-driven prioritization 

Governance should enable movement—not block it. 

4. Modular processes and technology 

Dynamic models rely on modularity. 

Processes are designed in components that can be adjusted without redesigning everything. 

Technology is: 

• API-enabled 

• Cloud-based 

• Configurable rather than custom-built 

This is what allows agencies to evolve incrementally instead of through massive transformation programs. 

5. Workforce Enablement 

A dynamic model requires a workforce that is: 

• multi-skilled 

• empowered to solve problems 

• supported by automation and AI 

• roles shift from task execution to judgment, exception handling, and service recovery 

• change management is not a phase—it is continuous. 

6. Performance management and feedback loops 

Dynamic operating models are measured and adjusted constantly. 

This includes: 

• operational KPIs 

• customer experience metrics 

• employee feedback 

• policy and compliance indicators 

The model improves itself over time.