Design · Future-state design
What should the future operating model be, and how can the enterprise implement it?
A bounded design sprint that converts diagnostic evidence into an executable target operating model and transformation roadmap before automation or implementation spend accelerates.
4–6 weeks
Starting at $20K
Principal-led with explicit scope boundaries
The buyer and the moment
Who this is for.
For healthcare leaders with a validated problem who need the future-state workflow, controls, governance, technology implications, and implementation sequence made explicit.
- The current-state problem is understood but teams disagree on the future model.
- Automation requirements are advancing without explicit decision rights or exception handling.
- Multiple products or platforms need one operating design and implementation sequence.
- Leadership needs an investment case tied to operating measures and business value.
Outputs
What the engagement produces.
- Target operating model
- Future-state workflows and exception paths
- Decision rights and control model
- Governance and escalation design
- Technology, data, integration, automation, and AI implications
- Dependency-aware implementation roadmap
- KPI framework and business case
What the starting price assumes. The starting price assumes one target operating model or workflow family and an identified executive sponsor with access to operating and technology owners.
Boundaries
What this engagement is not.
Stated before contracting so access, accountability, and expansion decisions are explicit.
- A design sprint produces implementation-ready direction, not a full system build.
- Detailed architecture and engineering remain with the accountable internal or delivery teams.
- Clinical policy and regulatory interpretations remain with authorized client owners.
- Material scope expansion requires a written change in objective, access, and fee.
Expansion path: TKO can carry the model into execution as Transformation Execution Authority, or hand it to the client and its delivery partners with the ownership, dependency, and readiness structures already defined.
Capabilities
What this engagement draws on.
Must a diagnostic come first?+
Not if the client already has a credible evidence base and a sufficiently bounded problem. TKO validates that foundation during scoping.
Do you build the software?+
The sprint defines the operating and technology implications. Implementation may be led by internal teams, existing vendors, delivery partners, or a separately scoped TKO role.
Other entry points
Use the smallest engagement that can answer the question.
Principal-led healthcare advisory
Start with the transformation question.
A focused working conversation about what is changing, what is stuck, and which decision leadership needs to make before more money or momentum is lost.